Welcome! For the past year I have been reading the great topics and replies. Recently I had the opportunity to speak at CCIF in Toronto. That and a overview in Collision Quarterly, it was interesting the "push back" I received from many in the industry, in B.C. especially! So for the time being I am promoting going "CLEAN", instead of lean. Ironically the fundamentals are identical to implementing "LEAN" into one's shops.
So the question really is how do we convert the "unconverted" to at least implementing the basic principles of lean so they may one day see the benefits?
DISCLAIMER: When I ask the folks that have truly gone Lean, how far along in the process are they? Their answers always fall into the 25% to 35% range. When I ask the same question to the folks that think they ARE lean, they always are in the 80% to 90% range! Without even having to looking at numbers the difference between the two shops is the level of "chaos". A perfect example is Mr. Ken Friesen's shop in Calgary.....two and a half hours in is shop, no fire drills or chaos! |(He believes he is around the 30% range?)
Welcome any and all thoughts on this topic. I believe that this challenge in thought process is at the core of our industry challenges?
Cheers Larry Miller
Call it whatever you want to call it, Lean, Clean, a science experiement, or completely different than what we are doing now. Owners and managers have to be mentaly fed up with the current state before they can commit to doing things a different way.
If we all stood back and looked at this this industry would anyone want to commit 100% of thier mental and physical abilities to a low volume, low profit, highly criticized, embattled, shrinking business?... unless you could flip it on its head and find a diamond in the rough.
To give you my opinion on converting the unconverted I believe it will happen through natural attrition (those that opose change) and a realization of others that if we beat our head against the wall enough we are probably gonna get brain damage.
Hmmm. As much of my work is done in Provinces that have Government Insurance, the process of Natural attrition is almost non existent. The major reason, at least in British Columbia, is that they are paid EVERY TWO WEEKS! Even the fiscally challenged can generally float a body shop that long?
I certainly will review the 5's. Back to the questions of how do we get through to owners and managers that are not quite fed up enough to evoke real change outside of lip service? Any thoughts on how to re-energize them?
It has worked pretty well with manager's if you can show them one area they can improve quickly. I usually try Sort or Set in Order to get them started. Their reaction to those phases usually sets the stage for the other three. Once you can show them how Sort and Set in Order eases their operation the rest follows suit. One of the keys is to involve all the people affected, don't just say "This is what we are doing". Make them a part of the process.