| If your company needs to implement the | | | | will take to develop enough expertise in your new |
| waste-reduction method known widely as lean, they | | | | experts to make any difference. The "ramp-up" |
| will have a couple of different choices. They could | | | | period is much longer than bringing in outside help. |
| hire outside lean consulting professionals, or they could | | | | Next is the additional time it will take the company to |
| create experts within the organization. Both of these | | | | "get it right" after several false-starts. Just like |
| choices assumes that the company doesn't already | | | | learning any new skill, you will make mistakes at first. |
| somehow possess the expertise...inexplicably ignoring | | | | And without an expert coach, you will make more. |
| it. So let's take a look at the pros and cons of these | | | | And ironically, some of the same buy-in issues that |
| two choices in obtaining any sort of lean consulting. | | | | exist in the outside consultant scenario can exist here. |
| Outside Consultants | | | | A common scenario plays out like this. The big boss |
| The first, and most immediately available option is to | | | | decides to implement lean internally, so they pick the |
| call in the cavalry, so to speak. The benefits here | | | | folks from the workforce who will become the |
| would be how quickly you could get started, the | | | | experts. The organization sets up a team and sends |
| peace-of-mind of knowing you have an expert | | | | them to a training seminar lasting a few weeks. Then |
| on-board, and how rapidly you could start taking | | | | the big boss goes about business as usual, asking for |
| action. In turn, the above benefits would prevent you | | | | status reports from the team periodically. Even if the |
| making false-starts in implementation. | | | | team has managed to become experts in 2 weeks |
| So what are the "cons" of paying for outside lean | | | | (not likely), they will still just be employees of the |
| consulting? First, it tends to be more expensive. | | | | company, and their ideas will simply not carry the |
| Second, the company is less likely to buy in and own | | | | weight with management that the same ideas would |
| changes in their processes if some outsider (who | | | | coming from an outside consultant. It's the prophet in |
| probably doesn't know nearly as much about the | | | | your his own country paradox. It isn't logical, but it is a |
| business) came up with them. If that second thing | | | | powerful part of human nature. Unless management |
| happens, then the company is less likely to stick to any | | | | has strong belief in and support for lean concepts, this |
| changes long-term. As soon as things look like their | | | | approach is not likely to yield positive lasting results |
| "going awry," the old processes will come right back. | | | | either. |
| That brings me to the third potential problem with hiring | | | | So... what? Am I saying you should neither hire |
| outside lean consultants...lack of "continuity of care." | | | | outside an outside consultant, nor try to train up your |
| Companies need to be vigilant when selecting a | | | | own expert team? No...I'm saying you should do |
| consultant, and ensure that they understand the terms | | | | both! By taking advantage of the "pros" of both |
| of service. There are a lot of lean consulting firms | | | | approaches and cautiously avoiding the cons of both, |
| that will send an expert to you for two weeks to run | | | | the odds of success are high. Did you notice that |
| one "lean event," after which they leave. Unless you | | | | there was one common factor in each approach that |
| company already has very strong commitment to and | | | | could make the difference between success and |
| belief in the lean methodology, this method of "buying | | | | failure? Strong leadership support for and belief in |
| events" from consultants can encourage a lack of | | | | lean concepts and methodology is absolutely |
| buy-in. There is more of a feeling that you're paying | | | | essential. Once you have that, it almost doesn't |
| a "waste doctor" to come in and perform multiple | | | | matter which method you choose, because you'll have |
| surgeries of a period of a year or two, which will fix all | | | | the support to get you there eventually. |
| your problems while you continue to operate under the | | | | So assuming proper leadership support for lean |
| same mind-set that got you into trouble in the first | | | | concepts, make the best use of both options above |
| place. | | | | by hiring the outside consultant at the very start. Pick |
| Internal Lean Experts | | | | your team and have them work side-by-side with the |
| The "pros" of seeking to train your own experts inside | | | | consultant for a few months. This way you can |
| the company include an increased likelihood of buy-in. | | | | avoid the drive-by lean event method. During this time, |
| If employees see that the changes are coming from | | | | start training everyone in the organization in lean |
| someone who has done what they've done...seen | | | | thinking. Then leadership must start making changes |
| what they've seen, someone who knows the business, | | | | in the measurement and reward structure of the |
| they'll be more likely to believe in and stick to those | | | | organization to adapt to lean thinking versus traditional |
| changes. Also, when there is full-time lean expertise | | | | thinking. Now you start you lean events/projects, |
| within the organization, the cost tends to much lower | | | | facilitated by the consultant and members of your lean |
| than paying outside consultants, at least initially. Plus, | | | | team. As employees get used to participating on |
| management can rely on day-to-day oversight of lean | | | | event teams, and as your internal team gain more |
| implementation and activity, rather than doing it in | | | | expertise and experience, the consultant can spend |
| 2-week spurts every few months. | | | | less and less time on-site, eventually fading away |
| But there are disadvantages to building an internal lean | | | | entirely. |
| team as well. The biggest draw-back is how long it | | | | |