Can lean be delegated?
Bartłomiej Dengusiak, Etisoft COO on Lean good practice with companies’ presidents and owners.
How to combine lean solutions based on giving examples and being a mentor of implementation with a permanent lack of time among top-level management? Bartłomiej Dengusiak, Etisoft Chief Operating Officer, was asked to lead an open space workshop on “The Role of Company Owners and Managers in Implementing Lean Culture. Can Lean be delegated?”
Successful implementation of a “lean enterprise” is possible
Our colleague shared his knowledge at the Lean Management International Conference, having been invited by Lean Enterprise Institute Polska, working in close partnership with Etisoft. 32 companies’ owners or CEOs, mainly from automotive industry, were participating at the workshop.
Lean management brings real financial benefits to the owners
One of the key theses we have confirmed, is that it is the practice of many plants that successful implementation is based on an example coming from the “top”. On the other hand, the technical use of Lean tools (Kaizen, 5S etc.) in the organization is a bottom-up initiative. There was also a very interesting discussion about the role of Lean coordinators in the organization. As it emerged from the discussion, the most common model is based on a coordinator who is only the implementation administrator. The actual implementation is in fact carried out by functional managers.
Good management practices
The practice of many companies has also shown that it is only after the real understanding and involvement of the highest authorities of the company from all departments, that successful implementation of a “lean enterprise” is possible, which, thanks to effective management, brings real financial benefits to the owners.
It is worth mentioning that this year’s three-day conference attracted over 500 participants not only from Europe, but also from the USA, Canada or India. In addition to lectures and speeches of lean authorities who enthusiastically encouraged to the effort of lean implementation, there were also numerous workshops and seminars devoted to not only the tools used in lean but also good management practices.
(152)
