The first aspect of modern physics with which the Planner contends is momentum. Momentum, the mass of the organization times its speed and direction, typically remain constant unless someone intervenes. If a manager fails to act, the organization will continue to move in the same direction with the same people performing the same tasks as they always have. But how do we know that change is required? In what direction should the organization move? Look for signals from the feedback control system.
Figure 1. Feedback Model
In the Figure 1 above, the Planner observes progress and performance, etc. and compares them to the standards set. For that which does not meet the standard, some correction or adjustment is advised. An adjustment is made, which is then fed back for comparison to standard. The cycle then repeats. This is the basis for the PDCA, or Plan-Do-Check-Act cycle. Note that the plan is made to be adjusted, and adjustments are part of the plan. The Lean Manager takes a daily perspective of planning and looking for how activity should be adjusted based on initial results.
That is not to say that some plans shouldn’t remain stable. Certain goals that the Lean Manager sets are priorities that remain over time. Professional development goals, priorities such as touring the workspace, planning change, rewarding strong performers, activities that are important but not urgent, stay on the calendar. In fact, the Lean Manager deliberately sets up blocks of time to accomplish priorities, just like any other request for their time.
What about Organizing?
Challenge: Designing a workplace and roles that match the process
It makes intuitive sense to arrange desks, work tables, filing cabinets, printers, scanners – even doors, lighting, and data outlets – to fit the process. Unfortunately, we often see our surroundings as fixed, and don’t have the same ‘eye’ for changes to our work interiors that we do in our own homes. Similarly, the people doing their work have roles that may date back several administrations. With the hurdles to changing job classifications, it often takes great creativity and persistence to overcome bureaucratic inertia.
Can We Use Project Momentum to Overcome Inertia?
Just as a plan must account for the current state and be flexible for the future, our organization must reflect these realities also. Changing the organization begins with an assumption of process knowledge. The Lean Manager understands the process first in order to effectively and efficiently arrange the workspace, and assign tasks and roles.
If we have begun Lean projects and are making changes to the value streams, this can be a good time to initiate change to the organization as well. In order to take a ‘clean sheet of paper’ approach, the process mapping that has been accomplished can serve as a blueprint for making physical and organizational change.
The workplace can be re-set using the new requirements of the process design. There may be cubicles arranged to fit an outmoded workgroup. Re-orient them to reflect cell designs and create table islands where groups of individuals can work together. If some individuals have worked for years to earn a cubicle with a window view, engage them in the project of reorganizing. Once modular design and moving locations to fit the process become the norm, people will naturally begin to feel less ‘territorial’ about their cube and location. In the course of balancing the workflow, we may be able to balance the requirements of seniority and political pressure as well.
Examine the tasks being performed (or as designed in the Future State) and balance assignments based on takt time and process step cycle time. Experiment with different people performing different tasks. The simple act of making changes may set off a chain reaction of ideas for more change. New layout and work assignments will create a synergy that reinforces process designs and more efficient flow.
Next Time: Controlling
