Too often, leaders –and some presidential candidates- orchestrate a call for change, and they set out to promote “sense of urgency”. They produce data proofing that things are really bad. They organise company tours to important, dissatisfied and critical customers. And set up huge events where all managers are asked to openly admit to their failure and then to promise improvement... We need change, yes we can!
In an experienced lean company this does not happen –at least not in those which embrace the Toyota Way-. Here, the need for change is a fact of life, known to everybody. Of course one needs to change. Panta Rhei, everything changes all the time, so people and companies adjust too. These organizations have implemented a culture of continuous improvement, based on both occasional rapid and disruptive system change (kaikaku) and on smooth, stabilizing step-by-step improvement (kaizen).
The question to ask is: What will we be changing this year?
The Toyota Way has a process for getting to this question: Hoshin Kanri. The hoshin is a shining needle as in a compass, kanri is its control or management.
In this hoshin kanri process the Toyota Principles are integrated: Starting with hansei (relentless reflection), to find the root cause of the most important problems. And only then finding the underlying problem. Which becomes the primordial issue to tackle during the year. Not by some, in one division or another department. But by all, through kaikaku, kaizen and problem solving. Involving all people in the company, from board to shopfloor. From customer to supplier.
Next year, and the years after that, the company will repeat the cycle. Because something else will definitely need to change...