“Actually it wasn’t funny at all, Jaded Julie. It was very sad. The Lean transformation got bogged down and didn’t occur. This happens elsewhere all too frequently, but we mustn’t allow it to occur at Affinity. So let’s look ahead at problems that we might face. Forewarned is forearmed.”
“Why tell me, Curmudge? It’s a long way from a nurses’ station to a corner office.”
“Health care desperately needs leaders who are dedicated, informed, change agents. You are already dedicated, you are learning about a Lean transformation, and we’ll talk later about how you can play a leadership role.”
“I appreciate your confidence. Please proceed to forewarn and forearm me.”
“In our last conversation on Hoshin Kanri, I pointed out that a Lean transformation is a major cultural change that must have the unwavering support of top management. So all one has to do is read and apply the principles described in John Kotter’s book, Leading Change.”
“Curmudge, you know that I don’t have time to read a whole book.”
“Of course. That’s why we do this blog. It provides an easy-reading page or two for people who are too busy to read a book cover-to-cover, no matter how good it is. If you’d like more detail, read Charles Hagood’s column at www.leanhealthcareexchange.com.”
“I prefer your version, Curmudge, but that’s because I’m part of the story.”
“There’s not much more we can say about the importance of the CEO, Julie, except to quote the advice to leaders given by Father Hesburgh of Notre Dame: ‘The very essence of leadership is that you have to have a vision. It’s got to be a vision you articulate clearly and forcefully on every occasion. You cannot blow an uncertain trumpet’.”
“I really like that ‘uncertain trumpet’ part, Curmudge. It’s the sort of statement that will stick in one’s mind.”
“It’s only a figure of speech, but all CEO’s must know that their message has to be consistent. Additionally Julie, through the Affinity Executive Team, we already have the top management support required for our becoming a world-class Lean organization. Professor Kotter would call them our ‘guiding coalition’. Without a powerful guiding coalition, a Lean transformation is likely to founder.”
“What about middle management, Curmudge? Can they sink a Lean culture?”
“If they don’t ‘get with it’, they certainly can. Middle managers must change from being the boss to being leaders and facilitators. It’s up to them to see that top management’s message cascades down to the workers.”
“Everything about Lean sounds good for the workers in gemba. How can we be a part of making sure the Lean transformation is successful?”
“First Julie, keep an open mind to the benefits of Lean. Workers won’t even listen to management’s message if they distrust management or bear too many wounds from earlier failed programs. Corporate leadership, especially the CEO and their own manager, must convey the principle of respect for people in a manner that the workers will believe. If too many workers persist in believing that Lean is just another ‘program-of-the-month’, we will not have a Lean transformation.”
“I’m convinced, Curmudge. You taught me that a Lean culture is good for nurses and techs and others in the workplace. Now I understand that Lean is fragile and requires everyone’s buy-in to make it succeed. But if Lean is a culture, does that mean that it will be an ongoing way of life? Will we ever reach the end of our efforts to remove more and more waste?”
“It’s going to be a never-ending quest. Toyota’s been at it for 50 years, and they’re not there yet. Say, Julie, with your sagacity maybe you should write this blog.”
“My what? Well anyway, see you next time.”
“Bye, Julie.”
Affinity’s Kaizen Curmudgeon
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