What do you do if your boss's instructions in Lean Manufacturing are unclear?

Years ago a corporate lean lead taught me to see opportunities with the end in mind. What is the result we want to achieve then develop the plan to get there. Each process is unique hence the team that is most familiar with the process needs to participate to go through define, observe/measure, plan - which lean tools to use, execute, then check the improved results. As a boss, the goal and scope is defined but the details is for the implementation team to generate to get the best collective ideas based on team's daily experiences. Amazing results are made through team engagement.

Une bonne communication est la base d'une gestion lean. Si nécessaire, demandez-lui de résumer ou de donner des exemples concrets. N'hésitez pas à poser des questions.

In my experience the best way to create certainty is to define what "success looks like" i.e. what would the desired future state mean. Time spent in calibrating and clarifying expectations is time well spent and will itself eliminate waste. It is quite common to find that in "reading the mind of a stakeholder" you will understand that the expectation is not fully formed. Iterative interactions utilising open and closed questions are effective. I have found the Delphi method to be very powerful.

Quelle que conseils: S'assurer de la rentabilité et la valeur ajoutée des instructions. Si les instructions n'apportent pas de valeur ajoutée et touche la productivité ils faut les discuter et les réviser immédiatement. Faire des briefings et des feed-back sur les instructions demandées et leurs influence sur le ou les processus, l'organisation et le système de Lean mis en place. Clarifier et demander plus de détails sur les instructions. Faire appliquer le Gemba-Walk sur terrain et montrer l'effet de ces instructions.

I give the boss my ideas & try a few . Test the results & go from there. Continuing to improve usually requires a few failures followed up by analyzing what went wrong & right then recalibrated effort. It’s the continuous push that nets results & what worked today might not work tomorrow so it’s more of a journey.

Aqui um exemplo prático seria o seguinte. Imaginemos que meu chefe me designa para otimizar um processo de montagem em uma linha de produção, com o objetivo de identificar oportunidades de redução de tempo e desperdício durante a montagem de um produto específico. Para assegurar que eu compreenda plenamente as expectativas, busco esclarecimento discutindo com meu chefe os detalhes precisos da tarefa, como os pontos-chave a serem analisados e as métricas a serem consideradas para medir o sucesso. Após obter essa clareza inicial, verifico minha compreensão resumindo os principais pontos das instruções para meu chefe. Por exemplo, posso confirmar: "Então, para essa otimização da linha de montagem, devo me concentrar na redução do tempo..."

Acknowledging ambiguity as an opportunity, it's prudent to establish clarity through an early statement of work (SOW) to confirm alignment with management's intent. This proactive approach not only demonstrates diligence but also fosters transparent communication channels, ensuring mutual understanding of project objectives, expectations, and deliverables. By formalizing agreements in the SOW, both parties mitigate risks associated with misunderstandings or misinterpretations, paving the way for smoother project execution and successful outcomes.

La reformulation est la meilleure technique. Comme toujours, posez des questions. N'ayez pas peur, c'est ainsi que nous apprenons.

Uma estratégia que se mostrou fundamental ao longo dos meus 40 anos de trajetória profissional foi a transparência. Sempre busquei tornar todas as estratégias claramente visíveis e explícitas. Utilizando quadros tanto nos escritórios quanto nas paredes das fábricas, realizando briefings em conjunto com a equipe e aplicando métodos como o canvas, conseguimos construir planos e comunicações de forma colaborativa. Esse processo garantia que todos estivessem alinhados, também deixava registrado o caminho a ser seguido, proporcionando uma referência visual constante para toda a equipe.

Além do que esta escrito, a documentação deve permitir que observações sejam anotadas, como uma fonte de oportunidade de melhoria. Toda boa documentação ajuda na coleta de dados e acompanhamento da performance o processo.

If management identifies discrepancies between the statement of work (SOW) and their intent, it's crucial to address them promptly and constructively. This can be achieved through open dialogue and active listening to understand their perspective fully. Once the concerns are clarified, collaborate on refining the SOW to reflect the shared understanding of project objectives and expectations. By proactively engaging in this process, you demonstrate responsiveness, flexibility, and a commitment to alignment, fostering a productive working relationship built on trust and mutual respect.

Clear documentation is fundamental to the execution of all projects, whether LEAN Manufacturing or not. It allows initial understanding of the project/problem/task, tracking of milestones, clarity of the people responsible for completing the tasks and a measure of success achieved. Additionally, it also allows detailed records to be reviewed to understand how to ensure continuous improvement going forward with the next project/problem/task, as well as historical records of why decision were made.

Al documentar los detalles, se aplican los principios Lean de eliminar desperdicios y optimizar procesos incluso en la gestión de documentos. Los profesionales en Lean Manufacturing buscan formas de simplificar y mejorar los flujos de trabajo, y la documentación clara y concisa es parte integral de ese proceso de mejora continua.

While it is good to collaborate with peers , my preference is to always clarify with source of truth ( your boss) as instructions are coming from there and if the first 2 steps are followed this step is redundant

Esta es muy efectiva. Lo importante que es compartir lo entendido. A veces no todos entendemos lo mismo, pero sumando logramos armar el puzzle.

Sharing with peers your understanding of the situation, is not only a way to upgrade your insight, but it's a crucial step to replace loads of personal, even divergent interpretations, with a collective understanding. This collective agreement is not optional if you want to legitimate Lean principles in your activity

Collaborate it's the best way to understand more each other 👍so after that everything Will be easy and great for everyone for all friends 👌together everything Will be good and easy for doing

Aqui posso contribuir com um exemplo prático. Numa situação em uma indústria de plástico, onde um engenheiro recebe instruções para otimizar o processo de moldagem por injeção de um novo produto, mas as diretrizes fornecidas não são completamente claras. Em vez de tentar decifrar sozinho, o engenheiro decide colaborar com seus colegas de equipe. Durante uma discussão conjunta, os colegas compartilham suas interpretações das instruções e discutem possíveis abordagens para alcançar os objetivos propostos. Assim, ao trabalhar em equipe, o engenheiro e seus colegas conseguem esclarecer as lacunas nas instruções e identificar diferentes perspectivas que podem influenciar na definição da estratégia mais eficaz.

Feedback is fundamental to continuous improvement processes, whether good or bad. No project can run without continual feedback and understanding of how to make things better, and, as I always tell my teams, "bad news is better than no news", at least you can act on bad news. The key to the success of how the feedback is accepted and acted upon, and therefore how successful the project is, is all down to how the feedback is given. Even non-favourable feedback can be given in very positive ways that can motivate the team to still deliver significant improvements, even if this results in changing direction completely.

One should be open to feedback. A feedback is a feedback! The rule is to listen to it and work upon it. It is meant for betterment. If the feedback provided is incorrect, then it will get clarified eventually anyways. Implementing feedback shows the willingness to improve and focus on the job at hand or long term goal. Without implementing feedback, there could never be a successful process of continuous improvement.

After some roadmap and milestones are defined, having some level of feedback is essential to show roadblocks, bottlenecks, and outputs. Realign and manage expectations down the path is also part of this feedback process.

A statement of work (SOW) can be modified as a project evolves to accommodate changes in scope, requirements, or circumstances. It's essential to include provisions in the SOW for regular reviews and updates to ensure alignment with project objectives and expectations. By incorporating a formalized process for SOW revisions, such as milestone reviews or change control procedures, both parties can effectively manage changes and maintain clarity and agreement throughout the project lifecycle. This helps mitigate misunderstandings and ensures that the project remains on track to achieve its goals.

Al abrazar la retroalimentación, nos embarcamos en un viaje hacia un mejoramiento continuo y un mayor éxito en nuestras tareas.

The key lesson learned from this scenario is the importance of clear communication and alignment between project stakeholders, particularly regarding project requirements and expectations. Ambiguity in project instructions or discrepancies between management's intent can lead to misunderstandings, delays, and potential conflicts during project execution. It is crucial to establish a robust process for clarifying requirements, documenting agreements, and revising project documentation as needed to ensure ongoing alignment and success.

A técnica PDCA, ou Ciclo PDCA, é um método de gestão de processos que envolve quatro etapas: Planejar (Plan), Executar (Do), Verificar (Check) e Agir (Act). Originada no Japão após a Segunda Guerra Mundial, foi popularizada por W. Edwards Deming e é amplamente utilizada no Lean Manufacturing para promover a melhoria contínua.

To move on to lean manufacturing. Explore on SMED concept. Considering on novel approaches in logistics. Apply the lean manufacturing in daily routine. Explore new ways or approaches on applying lean manufacturing concept

When instructions from boss on Lean Manufacturing are unclear, I make sure to document all discussions with my boss. This means jotting down key points, questions, and any resolutions reached during our conversation. By keeping a record of these discussions, I ensure that everyone on the team is on the same page and understands what needs to be done. Plus, having documentation allows us to refer back to previous conversations for clarification and track our progress effectively. It's all about maintaining clarity, accountability, and alignment within the team, which are essential for success in Lean Manufacturing.

Key Points: Foster a culture of open communication and collaboration to ensure alignment with project goals. Regularly review project documentation for consistency and clarity. Engage peers and stakeholders proactively to address issues and mitigate risks. Embrace ambiguity as an opportunity for innovation, but seek clarification when needed. Document lessons learned to improve processes and outcomes. These practices promote project success, minimize misunderstandings, and cultivate a culture of continuous improvement.

Each time my boss gives me unclear instructions is an opportunity to improve either my understanding or the process. I can be tempted to ignore this lack of clarity, and to wipe this subject away and pass to another which seems to be a more serious one. But in fact, unclarity means that he or I, and often both of us, don't have a relevant knowledge of the problem and of its impacts. Digging deeper to understand and clarify is the right way of maintaining the Lean culture.

Na minha experiência, o registro das lições aprendidas é uma grande oportunidade de explicitar o conhecimento, e evitar que fatos passados sejam esquecidos. Utilizamos uma ferramenta colaborativa, módulo de ocorrências, para registro de todas as lições aprendidas dos projetos lean, sejam elas positivas ou negativas. E para garantir que elas sejam lidas, incluímos dentro do roteiro de elaboração do TAP - Termo de Abertura de Projetos de novos projetos a obrigatoriedade da consulta destas lições aprendidas registradas. Além disso, fazemos uma vez ao ano um workshop de lições aprendidas, com o compartilhamento do aprendizado decorrente dos últimos projetos.

A implementação do Lean Manufacturing pode enfrentar resistência devido à necessidade de quebrar paradigmas e mudar a cultura organizacional. Isso ocorre porque pode demandar uma mudança profunda nas práticas e mentalidades arraigadas na empresa. Além disso, muitos funcionários podem resistir à mudança por medo do desconhecido ou por se sentirem ameaçados pela reestruturação dos processos de trabalho. É fundamental liderança forte e comunicação eficaz para superar essas barreiras e obter o comprometimento de todos os níveis da organização.