In my last post, I noted that I have been having a few conversations as to the difficulty managers express in figuring out how to get a lean implementation started.  I allowed as how it wasn't a slam dunk but it wasn't rocket science either.

I'm going to give some specifics in upcoming posts but here are some concepts and principles to keep in mind.

You need to communicate....a lot.
You need to assume that:

• Folks won't always know what the heck you're talking about.
• Folks won't know why you want to do what you want to do.
  
• Folks won't always trust you when you say lean isn't about getting rid of jobs.
• Folks will be anxious and nervous about any new initiative or change you propose, even if they say they support it.
• Folks won't know exactly what to do even after you've told them and they say they understand.
• Folks like the way they are doing things now better than they like what you are proposing even if they say they don't.

What does this all mean?  Lots and lots....and lots of conversations.  One on one and small group.

You need to assume that there will be resistance.
Managers tend to look at resistance as a bad thing to be avoided.  Because others know this, they tend to hide their own doubts, concerns, anxieties, issues and so forth with any change that's suggested.  So managers go on their merry ways, assuming that, if no one is raising any issues, there must not be any resistance. 

There is ALWAYS resistance.  It's natural.  It's human.  It's not bad, it's just so.

You need to accept the fact of resistance and address it through planning and lots of conversation.

You need to have a clear picture of the business case for implementing agile methods.
As I mentioned above, folks won't know why you want to do what you want to do.  If you don't have a clearly articulated answer, they'll assume the worst.  You have to have a clear picture as to what lean will do for your organization and you need to be talking about it with your people....a lot. 

You'll need a plan and a calendar.
As part of your vision, you'll need to be able to be clear with folks as to what will happen when.  You'll need to be clear as to their involvement.  Will they be attending classes? Taking part in kaizens?  Participating on teams?  Standing around and watching others implement lean?  You have to tell them ahead of time.  And you need to talk with them about what's expected of them as they take part in all these events and activities.

You'll need a set of metrics
How are you going to measure their progress?  How are you going to measure results?  How are you going to gather the information?  Who will keep everyone updated as to the results?  What are you going to do with the measures?  What are they supposed to do with the measures (if anything)?  You need to have answers to all these questions.

My point is not that you have to have all this in place before you start (though it doesn't hurt).  It's that you have to address all of this sometime during the implementation and, in general, sooner is better.

I'll give some specific "how to's" in upcoming posts.