Having the ability to define “World Class” or what can be defined as “lean practices” takes experience and education. Implementing sustainable change requires more than being book smart or experienced in identifying “World Class” and or lean processes and procedures.

1. My teamwasgivena huge compliment fromaveryexperienced/influentialleader inthe lean/change
managementdiscipline. The leaderwasextremelyimpressedwithourlevelof change inthe last12
monthsall withinaunion (USW) environment. Iexplained thatthe change didn’t start12 months ago
but rather28-29 monthsago focusingfirstonourculture and our capacity for sustainable change.
Great Job, Team!Our journey to “World Class”lean manufacturingpractices isat its
infancy butoursuccessthus far hasbeen achieved becauseof you. Vogthasbuilt its
reputation withits World Classproductsknown since1938 forits largest capacity and
ranges (2000 poundsto 500+Tons daily),finestquality (30-yearaveragelife), and with
the bestenergy ratingsand doing it with old schoolmanufacturing practices. Soon we
will havea showcasemanufacturing processto match everything else.
Havingthe abilitytodefine “WorldClass”orwhatcan be definedas“lean practices”takesexperience
and education.Implementingsustainablechange requires more thanbeingbooksmartorexperienced
inidentifying“WorldClass”and or leanprocessesandprocedures. How manyof youhave seenwhere a
teamor persontriedto implementchange onlyto reverttooldmethodologies once theirfocusshifted
to anotherarea (creatingjokesaround the facility asthe flavorof the month)? How manyof youhave
eitherbeenapart of processchange or a leanimplantation projectonlyforeverything thatyou
accomplishedtobe erased afterafewquarters? Whenlookingforchampionsplease keepinmindthat
understandingleandoesnotmake someone anexpertinimplementinglean. Alsokeepinmindthat
implementingleanpracticesisALWAYSeasieratstartups!The skill requiredtomentorandimplement
change/leanmethodologyaddsseverallayersof difficultywhen implementingleanpracticesdeviating
fromotherestablishedmethodologies. Please be aware of new hireswiththe purpose to leadchange
managementandlean improvementswhoonlyhave experienceincreatingleanprocesseswithinanew
startupscenario.
Overmy careerI’ve consistently seen/see somanyself-proclaimed“change agentchampions”educated
inthe textbookdefinitionof leanprocessesandprocedures whogostraighttoimplementingcore lean
methodslike 5S,value streammapping, KPImanagement,supply chainoptimization,etc. andskipping
the upfrontheavinglifting/investmentinculture change (whichusuallyshowslittle bottomline impact
while inthe phase andcan take time before agroup isreadyfor substantial change). Partof the reason
I believeconsultantsskipthe culture buildingprocess isthe investmentittakestounderstandthe
personalityof anorganization andthe delay itbringstothe income statementimprovements.Inall
fairness, manyconsultantsare underthe guntoachieve EBITDA/GMimprovements withimpossible
timelinesfromapoorlyeducatedboardof directorsorCEO. Inmy experience,skippingthisstepresults

2. in100% of the time reversalsof anyshort-termgainsdue tothe culture’sinabilitytosupport the
change.The time requiredtoestablishaculture forchange isvariable fromone companytothe next
but isconstantly basedonthe level of dysfunction inthe leadership,communication,and the numberof
siloscreated, amongotherthings.
In myhumble opinion andexperience the firstsecrettoSUSTAINABLEchange is establishingtrustwithin
the organization (notthe “motherhoodandapple pie”definitionof trust). How manyof you have seen
the clichéswithinsocial mediaoutletsaround“trust”(whichare usedto grab “likes” orweb visits)?
Gainingtrustthat can supportchange isnot as easyas it sounds.
Levelsof trustI like tosee before implementingsubstantial change:
 Bringingpredicable/consistentasa leaderorteam where peopletrustthatyouwill notover
react or underreact (supportsthe removal of chaoswhich isanotherstep inMY pyramidof lean
implementation).The bestcomplimenttoaleader(inmyopinion) iswhensomeoneinthe
organizationsays,“Ialreadyknew whatyouwoulddobefore Igot to youroffice.” Chaos(large
producerof waste) iscreatedby lackof proceduresandhavingunpredictable leaderswho
overreact. CHOASIS NOT A LEAN LEADERSHIP METHODOLOGY.
 Allowingnew ideaswithoutridicule.
 Beingtransparentatall levelsonthe strategyof change and the outcomesdesired evenwitha
unionenvironment (WHYNOT??) If youas a leaderthinkyou’re the smartestpersoninyour
companyon everydisciplineI’mhere totell you,YOU’RENOT!
 Allow directreportstobe betterat theirjobthan I am andtellingthemtheyare. Strongleaders
will surroundthemselveswithbetter,smarter,fasterjuniorleaders.
 Empowerandhold leadersaccountable consistently.
 Publiclyrewardeveryplace youcan.
 Make itverypublicthat yourjob (seniorleader) istomentordirectreportssotheycan replace
you.
 Creatinga righteousculture where factsdrive decisionsandpersonal opinionsdonotandit’s
feltthroughoutthe organization.
 Trust betweenleaders inthatcommunicationwill happen before chaos cancreepin.
Once you have a teamthat achievestrustat all levelsTHEN youcan begin toimplementreal change
strategyand expecttosee sustainableimprovements. Remember,alwaysbuildastrategythatcontains
short winsandbabystepsthat buildtowardslargergoals.
Basedon yourexperience,whatdoyoufeel isthe toughesthilltoclimbwithrespect tochange
management? Howhasyour teamovercome yourhill? I encourage commentsandideasharing.
Tobi Ferguson,VogtIce LLC