Lean Communications

On the whole people are predictable, and generally, people like that.

It is reassuring although frustrating to go to work and know that the MD will be grumpy, resistant to ideas and probably refusing to spend money on what you feel is essential equipment. Likewise for MD's and managers it is reassuring, although frustrating, to know that whatever idea they have for change will be shot down in flames by the shop floor and barriers to change put up at every stage.

Somewhat of a generalisation I’m sure, but I bet we all recognise the issues. Imagine then the chaos that ensues when, following a SWMAS lean event, the managers want to take on board the shop floor ideas and use them to initiate change, or the shop floor start to identify opportunities for making improvements in the business.

The situation that many find themselves in at this stage is one of confusion and/or disbelief. When people start to act differently it upsets the balance because others don’t know how to react. In the situation where a manger has always defined how things will be and has put down ideas and yet suddenly seems open to make shop floor-led change there will be distrust and unease. Employees will be nervous of motive and will be reluctant to offer suggestions or take action.

If real change and improvement is to take place then there must be trust on all sides and changes in what have been accepted behaviours break trust. It thus becomes one of the challenges of change management to re-build trust based on a new understanding of behaviours, expectations, and what is acceptable. This is why communication is so important.

Communication isn’t just about telling the troops that they’re going over the top – it’s about planning the journey with them, making them feel safe in the knowledge that they will win and return home safely, and it’s about showing that you mean what you say. You have to walk the talk.

As a start to the process of introducing change it is key to open the communication channels. Team briefings that allow discussion rather than dictation of the changes should be used to air feelings, concerns and ideas. These briefings will need to be supported by some ground rules, as they must be structured to ensure that issues are adequately aired and that people’s views aren’t derided. Importantly, if team briefings are the start of the change process (as they should be) then they should happen at known and regular times; failure to continue informing and communicating with the team during the process will show a poor commitment to it.

Team briefings should take place throughout the organisation allowing focus on different levels of issues. ‘Top level’ briefings should provide information on how the company is doing, what are the major challenges and changes in the business. It is usually appropriate to hold these monthly and in a small company it is an opportunity for the senior managers to communicate with the work force. Weekly briefings held between middle managers and supervisors will allow communication of issues affecting specific areas of the business, and should provide information upwards of key concerns or successes, and downwards of challenges and targets. Daily meetings between supervisors and shop floor should focus on local issues affecting the performance measures for the area.

This cascade of communication will ensure that everyone is informed and, most importantly, that everyone has an opportunity to be involved in the issues and changes in the business.

SWMAS is able to provide training in general communication issues within businesses and information on team briefings. For further information please contact the Help Desk on 0845 608 3838 and arrange a visit with your local Manufacturing Specialist.