Lean Manufacturing and Kaizen Coaching
In the world of Lean Manufacturing, we frequently hear about coaching.
Unfortunately, I have found that there is still a great deal of confusion about coaching and its activity. It is often confused with consulting, mentoring, or training.
To explain coaching and why it is needed for Lean Manufacturing implementation projects, it is first necessary to review today's available and designated instruments for improving individual and collective performance.
Consulting
The main goal of consulting is to advise on a specified field of abilities and to regard a specific problem.
The consultant elaborates on solutions, distinguishes between alternatives, and makes the most appropriate choices for the client's situation. The consultant univocally conveys new knowledge and discoveries to his client.
Mentoring
The activity of mentoring calls for an exclusive personal relationship between one person with specific skills, experiences, and knowledge and another person who needs to acquire similar expertise to that of the mentor.
The mentor's objective is to ensure his "protégé" acquires the skills and knowledge he still lacks. In mentoring, the transfer of knowledge and skills occurs through giving advice, sharing mutual experiences, and acting as a guide in a new context still unknown to the client. Even in this activity, new knowledge and skills go from the mentor to the "protégé" unidirectionally.
Training
Training concentrates on the development of new skills and knowledge. It is carried out through teaching methods, presentations, and ad hoc experiences, where one also learns through doing.
The trainer's role is that of a person prepared to pass on the knowledge the other person lacks through teaching sequences, tests, and evaluations of learning degrees. In this case, new knowledge and skills are passed on unidirectionally from the trainer to the trainee.
Coaching:
In the descriptions of consulting, mentoring, counseling, and training instruments, you will have noticed how the transfer of knowledge and skills always moves unidirectionally from the expert to the trainee.
In the activity of coaching, the relationship is inverted.
The Coach may not be the absolute expert on a subject, but through his questions and the coaching process, he ensures the client's awareness of the gaps between what he is and what he wants to become.
The base premise from which the coach carries out his activity is that the knowledge and the skills are already found in the client, but he needs the help of a coach to pull them out and fulfill them.
The "true" coach doesn't give advice, does not train, and does not present himself as an absolute expert to which one must kneel before, but he brings forth the AWARENESS of what must change or be done to IMPROVE in the coachee.
Once the coach has identified the gap and the objectives to be achieved, he accompanies the coachee on the journey of change, helping him find new perspectives and awareness and motivating him in their implementation.
What is Kaizen Coaching?
Kaizen Coaching involves applying the coaching methodology to uplift a coachee's lean manufacturing skills. When a company needs to advance the competencies of its lean trainees dramatically, it can utilize an expert coach to facilitate the progression.
The Kaizen Coach (usually also an expert in lean manufacturing) helps the coachee become aware of his/her shortcomings and detect gaps in comprehension and application of lean methodologies through coaching.
When the coachee becomes aware of his/her shortcomings, he/she can decide to close the gaps; to this aim, the coach can put on, if necessary, the hat of the lean trainer or mentor.
Kaizen Coaching is the ultimate tool for achieving mastery.
Many companies think that providing training is enough to develop lean manufacturing skills and achieve solid competencies. The truth is that those trained in a lean manufacturing methodology are only at the first stage of learning. After learning in a classroom or a "protected" workshop environment, the trainee is still raw about applying what he learned in the actual work context.
A kaizen coach who assists and coaches the coachee by applying what he learned in the actual work environment is the game changer. With his experience, the kaizen coach can continuously test the knowledge and help the coachee avoid the typical traps of every lean implementation.
How long does it take to develop the solids competencies of a coachee?
It depends on the frequency and intensity of the coaching sessions. More coaching sessions equals more possibilities to close the gaps sooner.
Why is it always profitable to invest in kaizen coaching?
Despite the cost of a kaizen coach, the process is designed to provide a fast ROI. Every kaizen coaching project aims to upskill the coaches while running kaizen workshops that must bring results. The final gains are that we will have:
- Upskilled a trainee to an ultimate competency level
- Reaped the economic results of the kaizen coaching workshops. (usually 20% improvements on anything)
Final consideration
We cannot run a kaizen coaching project without completing training and mentoring first and sequentially. Otherwise, it will feel like running on empty, leading to frustration and failure in lean learning.
If you want to know more about kaizen coaching, click this link.
Mario Mason
(Kaizen Coach)
