Boeing’s Starliner failed an important test flight two weeks ago. It was supposed to rendezvous with the International Space Station, but was unable to reach the correct orbit.
The problem with this engineering marvel? Not the complex aerodynamics, not the critical separation from the Atlas V rocket, not the all-important re-entry heat shield.
No, the problem was with the internal clock. The spacecraft’s internal clock became unsynced with the overall “mission elapsed timing” system, so the Starliner failed to fire its engines at the correct time to reach orbit.
So—a $5 billion project was undone by something that your $10 Casio watch could handle.
Does your lean program face the same problem? I’ve seen companies create a Kaizen Promotion Office, develop a comprehensive Lean Six Sigma Black Belt training curriculum, and invest in expensive andon systems, but they’re not making any real progress towards their business goals.
Why? The problem isn’t with this expensive “technology”—the people in the KPO, the course materials, or the andon lights. It’s with the simple synching of front line workers with the leadership.
Front line workers grapple with daily (and hourly) production problems, while leadership is too busy to go to the gemba and learn what’s actually happening. Front line workers focus on meeting takt time, while the C-Suite leaders are sequestered in conference rooms or traveling. Without regular contact, leadership will inevitably become unsynched from the critical work of the organization.
Read any story about a successful lean journey, and you see a common thread: the leadership team spends significant time in the gemba. The VP of manufacturing at Sage Fishing moved his desk out of his office and onto the shop floor. Jim Lancaster of Lantech spends 90 minutes daily walking the gemba. Rich Sheridan of Menlo Innovations sits in the same open room as all his employees. Etc., etc.
Don’t get unsynched from the work being done.