🥇 Morale Building Application: Signs of Progress

The article presents a comprehensive view of signs of progress in Lean implementation. In particular, it emphasizes that Lean “happens” on many levels and that learning to see true progress is key. The author warns against misleading signs of success that can be deceptive.

One of the main progress indicators is the number of managers who “feel” Lean – understand the tools, support kaizens, and work daily with their teams. The more “Lean followers,” the better the organization's results. Another important indicator is the rate of returning to Lean practices after a break, indicating internal motivation and mental readiness of teams.

Lean is inherently delicate, designed to stop in case of problems. Returning to “just in time” state requires strong managerial will. Key is understanding that sustainable results are achieved through stable, wisely designed processes. During Lean implementations, it is often difficult to focus on both processes and efficiency simultaneously, which is however necessary.

An example of a medium-sized company shows how challenging Lean implementation can be in non-standard production. The president focused on safety, the 5S program, and daily task confirmation. Despite initial difficulties, this approach allowed the company to improve profitability and increase margins.

The author draws attention to the role of gemba visits, where managers can directly assess progress and problem solutions. Although some indicators, such as accident numbers and inventory levels, can be universally applied, the main progress measures should reflect the company's business model specifics.

The article also highlights the importance of the kaizen spirit, which is difficult to measure but visible in employees' attitudes and their drive for improvement. Key questions about Lean include whether managers often check everything with their own eyes, whether visual management helps discover problems, whether signs of kaizen spirit are visible, and whether operators submit suggestions.

In summary, the article is a valuable source of knowledge for those involved in Lean, providing practical tips and indicators for assessing progress in implementing these practices.