A dynamic approach to governance systematically and regularly renews itself, allowing continuous improvement to be woven into the fabric of a lean program.
Dynamic governance has four components:
This critical activity involves analyzing key processes, identifying areas of waste, and generating improvement ideas. It’s not a one-time activity; rather, it should be a continuous improvement process, with a systematic approach embedded in daily routines, regular audit and loss analysis, clear best-practice management, and continuous employee engagement.
Planning involves the creation of new roadmaps for executing improvement initiatives that have been identified. Each road map shows how lean approaches will be applied to reach specific objectives. Timelines, deliverables, and resource requirements are clearly defined, as is the projected financial impact of each objective.
This step ensures that the right roles, structures, organization, and capabilities are in place to support the roadmaps and ensure success. It also brings standardization and consistency to the entire effort through employee training and ongoing project management.
Performance management helps organizations monitor progress and ensure full transparency. A system of key performance indicators, typically related to quality, delivery or service, and cost or productivity, is set up and standardized across the organization. Performance reviews are linked to specific lean objectives.
Remember that progress toward a lean production system is an evolution that unfolds systematically over a period of three to five years, with measurable progress on a monthly basis. No matter where you are in your lean journey, you can begin now to systematically address key improvement areas, set up a dynamic system of governance, and commit the resources needed to move forward.