Choosing a lean champion is not as easy as it looks.

The number 2 failure of a lean transformation is False Starts. The data and the graphs show that only 4% of companies maintain their lean transformation after 5 years. Only 1.6% maintain a journey of continuous improvement after 10 years. One of the primary reasons for lack of organizational engagement is the selection of a transformation Leader/Champion.

The goal of this blog is to get CEOs and leadership to think outside the box about the leadership style and methods needed of a lean champion within any organization. Too many times the person selected for this job is put into a position where they will not win long-term or they become self-destructive due to their behaviors of self-worldliness. What do I mean by this? Let’s review the selection process.

What are the criteria for a lean champion within industry standards.

1. Black or Master Black Belt, PM skills, 2 to 5 projects completed and Leadership skills
2. High potential candidate within the organization

 In giving advice to CEOs I would recommend after selecting this person they should learn “The Harada Method” to understand Self -Reliance. They will have to have the support of the CEO when running into functional boundaries. Lean champion must be an influencer 100% supportive of the vision for a lean transformation. Norman Bodek’s book is a must-read.

I am sure there are many other skill requirements for the selection of the lean champion. However, here’s the key question for you. Can this person work across organizational boundaries without pre-determined opinions of people they worked with in the past? Does this person have the willingness to surround himself with highly skilled practitioners that have had a high success rate of implementation and sustainability of toolsets for the journey?

One of the primary reasons lean journey’s breakdown organizational engagement is that the organization is constantly changing out champion. There should be a minimum commitment of two years for this person to be in a role for selecting a new champion. There should be a crossover period of 90 days to ensure a smooth transition so that the organization does not lose momentum.

I’ve seen some of the best champions and some of the worst. Champions should become reliant on methods to change behavior and understanding of the benefits the organization is trying to achieve. If a champion is motivated by what’s right for the organization versus what’s right for their career growth then an organization stands a better chance of sustaining the game. The champion needs to understand his number one role is to help develop people to become fully capable and in helping all leaders become effective coaches of lean. This will create a transformation that will leave a legacy of the company and not the individual.

Individuals seeking to become lean transformational leaders can highly benefit from the proven toolsets and techniques of “The Harada Method” to achieve the company’s goals ultimately to set these individuals on a path of self-reliance and personal growth.

If you want to learn more about what Lean Your Way has to offer then go to my website at www.leanyourway.com or write me at johnballis@leanyourway.com for more information. We offer the only guarantee of a 3:1 in the consulting industry. Whats holding you back? Our methods and education can be applied to any business.