Don\'t struggle getting your Lean deployment off the ground. Follow these steps to success right at the outset!!

1. Business Leaners
Lean Change Requirement

2. Business Leaners
Most system and organisational leaders would agree that the
tools of Lean are simple and make perfect sense when
applied correctly.
Why then is it that so many attempts to implement this
common sense system or methodology are deemed failures
by the businesses themselves.

3. Business Leaners
Lean practitioners worldwide will tell you that its not the system
that is flawed but the way it is managed.
Lean generally requires a radical change in management style
and therefore the management culture must support the
development of the people within the business and a
continuous improvement mindset.

4. Business Leaners
System and organisational leaders need to be made aware of
what the Lean deployment actually means for them right at
the beginning, at the agreement to deploy and well before
the application of the tools.
With this in mind I created the Lean change A3, which when
used correctly will lay the foundations of understanding and
good management to support the longevity and sustainability
of the companies Lean efforts.

5. Business Leaners
LEAN CHANGE REQUIREMENT A3 Created By Troy Taylor
1. WHY CHANGE? 6. HOW WILL YOU SUPPORT YOUR PEOPLE IN MAKING THE TRANSITION?
2. WILL LEAN BRING ABOUT THE REQUIRED CHANGE? 7. WHAT IS YOUR STRATEGY TO SUSTAIN THE CHANGE
The following slides explain how to use the A3 step
3. HOW WILL YOU COMMUNICATE THE NEED TO CHANGE? 8. WHAT ARE THE SHORT TERM GOALS
by step.
4. WHO WILL LEAD THE CHANGE EFFORT? 9. WHAT ARE THE LONG TERM GOALS
5. HOW WILL YOU LET THE CHANGE TEAM KNOW WHAT IS REQUIRED OF THEM?
http://www.businessleaners.com/wp-
content/uploads/2011/12/LEANCHANGEREQUIREMENTA3.pdf

6. Step 1- Why Change ?
It is of tantamount importance that, at the very beginning, this is clearly
understood. If this is not clear then a business should not move forward
with Lean. The reason for the change needs to be something that drives
1. Passion – Lean is a journey with no end, keeping focus and
momentum going with an infinite term vision like this NEEDS
passion.
2. Urgency – If we are truly passionate we will automatically have a
sense of urgency, but without the urgency it is easy to loose focus
and interest.
3. Ambition – High standards and expectations help encourage high
results.

7. Step 1- Why Change ?
This step needs to be completed with all the key stakeholders in
the room there should be a common understanding and
consensus reached. Nobody should leave this initial
meeting until all are satisfied that they fully understand and
have belief in why they are being asked to change.
This becomes “the NEED”

8. Step 2- Will Lean bring about the required
change ?
Once “the NEED” has been agreed and understood, the Team
need to understand whether Lean is the right process to
deliver the results required.
If there is a lack of knowledge in this area then that knowledge
should be sought. If your agreed method of sourcing this
knowledge is through the use of a Consultant then I would
advise extreme caution. Select carefully and ensure you
research all your options thoroughly before choosing your
prefered business. Speak to past clients and ensure that they
are there for your mutual benefit and not just there own.
In the step 2 space on the A3 list how Lean will help you combat
or support each element of “the NEED”

9. Step 3- How will you communicate the need
to change?
Ensuring each and every employee has full clarity on “the NEED”
( if done well ) will help to get them on board and prepared
even before the process is started.
Creating a change vision that succinctly describes what the
future looks and feels like can prove invaluable at this point.
Communicating at this point needs to be done thoroughly and
consistently, an email or internal Memo is not good enough!!
The vision needs to be apparent everywhere you look as a
constant reminder. There should be no-one that cannot recite
“THE NEED” ( or the vision )
Input your chosen method in to the A3

10. Step 4- Who will Lead the
change effort?
This step is easy.
List your most skilled and influential people that demonstrate a
“can do” attitude on a daily basis and you have your
candidates.
If you find you fall short do not move to step 5. Take some time
out here to further develop your high potential people and
enable them to meet the criteria.
Once the Team has been agreed enter the names into the
corresponding box on the A3

11. Step 5- How will you let the change team
know what is required of them?
All leaders from around the business will need to learn new ways
of managing and behaving in order to support the
development of Lean within the business. The first of these
people will have to be your change team.
This will require considerable training and coaching, step 5
requires that you allocate resources and time to create a plan
that enables this Leadership development to occur.
Once the plan has been agreed paste it into the box on the A3

12. Step 6- How will you support your people in
making the transition?
The transition to a Lean organisation is going to take time,
resources and money. In step 6 the Lead team including the
system and organisational leaders should all pledge there
support in relation to these required inputs. These pledges
should be as specific as possible.

13. Step 7- What is your strategy to sustain the
change?
You are about to embark on a journey that has no end, if you are
not very careful it won’t be long before key people will lose
interest.
List under step 7 how you will keep people engaged with the
change process. This should include personal commitment
from the system and organisational leaders and their team to
be involved in a hands on way at every opportunity. It will
require very public displays of celebrating success. It could
even include the introduction of a rewards scheme.
You should also develop succession plans in order to cross train
key people and develop a wider base of deep knowledge
within the business.

14. Step 8- What are the short term goals?
In the early days as much emphasis as possible should be put on
increasing the depth of Lean knowledge and understanding
across the business.
List milestones for knowledge transfer here e.g.
All key stakeholders to have completed Lean Leadership training
by xxth February.
Manager of XXXXX department to train the fundamentals of
Lean to all other group managers by xxth June.

15. Step 9- What are the long term goals?
Long term should see the erradication of “The NEED” and
further development into Lean management and Lean
culture.

16. Business Leaners
Once you are happy that the A3 has been completed as
thoroughly and honestly as possible, it should be prominently
displayed as a guide to be recalled when things get difficult or
key people begin to lose sight of why the journey was started.
I have every confidence that if this activity is followed through it
will enable better Long Term sustainability of the Lean
communities efforts.
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17. More information and free slideshows available at
http://www.businessleaners.com/

18. Business Leaners
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