You're facing resistance to change in Lean Manufacturing. How do you overcome it to achieve new goals?

Todo tipo de mudança traz algum tipo de desconforto. Uma das questões fundamentais é o nível de confiança que as pessoas tem quando se deparam com a necessidade de mudar, de fazer algo diferente. Nesse sentido, é papel de líderes de projetos e programas de manufatura enxuta a orientação para o compromentimento sem a preocução de perda. As pessoas devem sentir que há o alihamento para um bem maior e coletivo. Geralmente quando há clareza nos resultados que serão alcanaçdos no estado futuro, o etendimento é facilitado. Boa comunição é chave para o sucesso!

"As pessoas não resistem à mudança. Elas resistem à serem mudadas"! (Peter Senge). Não concordar com algum tipo de mudança é visto como ir na contra mão dos objetivos de uma empresa, pois normalmente estamos mais seguros e acostumados a fazer o que sempre fizemos. Para que não surja um clima desagradável é necessário criar um planejamento para efetuar qualquer mudança: 1- Entender que há uma necessidade para mudar 2- Analisar os pontos de implementação da mudança amenizando os impactos negativos 3- Criar um plano de divulgação da mudança transparecendo aos envolvidos 4- Ouvir o feed back e entender os motivos das discordâncias 5- Fazer os ajustes necessários e iniciar em uma área piloto 6- Analisar os resultados positivos e divulgar

Entender as razões da resistência é essencial. Empatia com as preocupações dos funcionários, como medo da perda de emprego ou dificuldade em se adaptar, permite uma abordagem mais eficaz na gestão de mudanças. A transparência e o envolvimento são fundamentais para mostrar que o Lean Manufacturing visa facilitar e tornar o trabalho mais eficiente.

Resistance to change is a natural human reaction, often due to disruption of routines, uncertainty, and challenges to existing beliefs. In lean culture, resistance can include fear of job loss, comfort with the status quo, lack of understanding, and leadership resistance. To mitigate this, actively listen to and address employee concerns, create a safe space for open dialogue, and provide opportunities for individuals to voice reservations. Addressing concerns with empathy and transparency can significantly reduce resistance.

I spent two years researching this topic, driven by the resistance I faced when implementing CI myself. The first thing to address is the concept that people resist change. People don’t resist change; we resist the UNCERTAINTY that accompanies every minor change we pursue. There are nine practical actions that every leader should ensure are taken to foster change and minimise resistance. Another misconception is that you can eliminate resistance. You’ll always find people who are cynical, indifferent, or who vocally oppose the change, but there are ways to channel their energy and bring everyone on board with the direction you want to take the organisation. I’ve written multiple articles on the topic, and you can find them on my profile.

O melhor plano de comunicação é aquele que envolve a opinião de qualquer colaborador. Uma caixa de sugestão de ideias já é um plano de comunicação cooperativo e todos se sentem parte de uma mudança facilitando todo o processo. A prática do Andon (gestão à vista) também irá contribuir para uma boa comunicação através dos quadros de acompanhamento de indicadores. Além disso, as normas e procedimentos de uma mudança devem estar registradas em manuais para que as ações sejam praticadas de uma forma padronizada e consistente.

To address resistance to lean culture, clear and open communication is essential which in turn helps build trust in the process. We, as Lean Leaders, should articulate the vision and purpose behind adopting lean practices, explaining how they benefit both the organization and individual employees. Using concrete examples and success stories can illustrate the positive impact. Here, we should state the motives for the transition, such as increased competitiveness, growing demand, or improved customer service, while avoiding solely financial explanations to ensure broader support and buy-in.

We should equip employees with the knowledge and skills to implement lean practices, increasing their likelihood of embracing change. Investing in training programs, including workshops, seminars, and online courses, ensures employees understand lean concepts and methods. Basic training should cover Lean principles like 5S, VSM, identifying wastes, and Kaizen. Using testimonials, pictures, and videos of successful Lean improvements can engage reticent employees more effectively. Education on Lean principles dispels misconceptions and equips the workforce to sustain Continuous Improvement. Additionally, investing in training courses for trainers empowers leaders to continuously educate, inspire, and lead teams to embrace desired changes.

In the 1970s, researchers from MIT investigated Toyota's success in automotive production, leading to the development of the Toyota Production System (TPS). This system, known as lean management, emphasizes safety, quality, efficiency, waste reduction, and maximizing value with fewer resources. GE under H. Lawrence Culp Jr. has embraced lean management as a core strategy for business turnaround. By implementing lean principles across operations, GE has seen improvements in efficiency, cost reduction, and operational effectiveness. This tangible success story helps stakeholders understand the benefits of lean and supports buy-in from employees and investors alike.

Involve Everyone: In my point of view, this approach not only leverages the diverse ideas within the team but also fosters a culture of collaboration and innovation.Every team member has unique perspectives and ideas. For instance, during a brainstorming session at my working manufacturing plant, a mechanic suggested a minor adjustment to the machines that significantly reduced defects. This idea was initially overlooked but later implemented, resulting in a 10% increase in efficiency. Emphasizing that every idea is important encourages open communication and creativity. Engage employees at all levels in the change process.Involving team members in decision-making and problem-solving increases buy-in and reduces resistance.