Executives and managers are bottle-necking Lean growth when they solve problems.
They claim they do not have time to go to Gemba to gain a deep understanding of the problem because they are too busy in problem solving meetings (don’t fool yourself – even decision-making meetings are still about problems). Leadership indirectly demonstrates lack of respect and trust when they do not engage the people doing the work to solve problems (waste of talent). Coaching opportunities are missed when leadership doesn’t equip and support all staff to identify root cause, gain consensus, and experiment with counter-measures (becoming a learning organization).
You will never see the gains you desire with Lean until executives and managers turn over the problem-solving duties to the people doing the work. It wil take coaching and support, but that time is better spent than solving problems in an ivory tower.
What are your thoughts?
My 2009 Hansei: Scarcity inspires creativity and innovation. How can I help harness that inspiration?