Lean Production is founded on Team Building
Not knowing the basis of Team Building means placing the Lean project at risk and creating frustration in the company.
Kaizen Coach presents the book:
Team Building for Lean Production
Models and instruments for the successful management of work groups
This book, released originally September 30, 2016, explains for the first time how to:
- Transform your Lean managers and supervisors into efficient team leaders.
- Cut Lean Production implementation times by 40%.
- Build Lean motivated work groups.
- Obtain the solutions which make it possible to have double digit percentage improvements by the Lean work groups.
- Render the implementation of Lean Production continuous over time.
When Lean work groups do not produce ideas of improvement and do not apply the Lean philosophy, it is important to not blame them for things which are not their fault.
Often after a fast training session focused only on the instruments of Lean production, the Lean managers are asked, to immediately be able to:
- Motivate and inspire their collaborators.
- Motivate and inspire new hires.
- Guide a work group in achieving important results.
In order to achieve Lean Production culture and its great results, the Lean toolbox alone is not enough!
The Lean transformation process is recognized as being one of the most difficult to achieve, but regardless of this, often Lean managers and supervisors are left without instruments (if not for technical ones) to lead team members to obtain the profound mental changes required by Lean.
The Lean managers and the designated team leaders find themselves often at the mercy of the diverse personalities of the members of a work group, points of view which are contrasting and in the middle of conflicts which are naturally created during activities.
It is easy then to say that they are at fault, that they do not know how to create the group, that they do not know how to motivate, etc.
But have we ever trained them in the skills of team building?
This book explains the models and the instruments of success for managing Lean work groups.
Here are some of the topics in the first chapter of the book.
Chapter 1 – The development cycle of the Groups.
- Since 1959, the science of sociology has established the phases of the “development cycle of the groups”; not being familiar with them means not knowing what to do in order for the group to be successful.
- At a managerial level, being familiar with the phases of the development cycles of the groups means being able to organize the Lean program efficiently and to reduce its costs.