Strategic
Flexibility
Our
knowledge, at this point is incomplete. Unexpected
problems arise to change any plan. Unforeseen
opportunities also arise. This is where master
strategists excel. Rommel, for example, was successful in North
Africa because he often deviated from plans to take advantage of
unforeseen opportunities.
The
only sure thing is change. Tasks in the near future are
less likely to change than tasks months away. I suggest two plans:
-
A
short term, detailed, rolling plan for 3-6 months
-
A
long-term, general plan for 6-36 months.
The
long-term plan sets direction
and budgets. The short-term plan
tracks specific tasks, activities and accomplishment. When problems
and opportunities develop, these dual plans are easy to change.
Concentration
One
of von Clauswitz’ principles
of war is
concentration: concentrate the maximum
force in the smallest area. Business strategy has a
corresponding principle for a different reason.
Few
individuals or organizations cope effectively with more than
2-3 high-priority objectives. As objectives
multiply, efforts scatter and people flit from one task to another.
Everything slows down and the work that is done is half-baked. Most
importantly, new practices fail to become
institutionalized.
In
developing an implementation plan, ensure that no more than 2-4
major initiatives occur simultaneously. In addition, particular individuals
or groups should not be heavily involved in more than one or two of
these objectives. Maintenance and Engineering are the
groups that most frequently become overwhelmed.
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Beachhead
Strategies
If
we attempt to implement and migrate one initiative at a time through
a large company, results take forever. It is also
difficult to sustain one initiative until the next arrives to
reinforce it.
A
beachhead strategy focuses on a small area or a product.
All essential elements for a self-reinforcing, sustainable system
are deployed, albeit locally. This can happen quickly. The small
area becomes a beach-head of Lean Manufacturing.
Others
in the organization observe and learn from the beach-head. Gradually,
one product and one area at a time, the beachhead expands.
|
D-Day, June 6, 1944
The Allied landing in Normandy
was the largest amphibious invasion in history. Allied
armies were greatly outnumbered by the Axis, particularly
during the first few days. The Axis armies, however, were
spread over thousands of miles of coastline. By
concentrating the invasion on five small beaches, the Allies
developed local superiority. Before the Axis could focus
sufficient force on the landing grounds, the Allies had
established a beachhead and had landed sufficient forces to
defend it. |
The
Kaizen Blitz
The
Kaizen Event (Blitz) is a focused
implementation that suits a beachhead strategy. The blitz
has strong appeal. It is fast, dramatic and effective. Kaizen events
can implement workcells, SMED and 5S, in targeted areas, within a
week.
However,
use Kaizen Events with caution;
there are significant
dangers; among them are:
-
Kaizen
Events are tactical, not strategic.
-
Kaizen
requires experienced, knowledgeable and wise facilitators.
-
The
learning in a blitz is superficial.
For
more about Kaizen and some
examples, see our pages:
What
Kaizen Really Means
Is
The Kaizen Blitz Right for You?
Implementation
Action Plan
With
the elements, precedents, priorities
and considerations identified,
it is time to work out an action
plan with tasks, assignments and costs.
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The
time for Phase I varies significantly; depending on the
size of the firm, the product-process mix, culture, leadership and
other factors. Assume a “typical” factory of, say, 500
employees, 2000 or so manufactured parts, a dozen product lines,
and competent leadership.