Even if they do not say so openly, many “old style” managers think that forming independent work groups is only a waste of time.
They believe that most of the time, the work meetings of a team are: unproductive, too long and lead to insufficient results.
The reason for this is that, deep down, they definitely know how things must be done and what the best solutions for the company are.
It is proved that putting change into effect means that the person or the team who must operate the change is going from the comfort zone to the performance zone.
As already explained widely in the preview of the book “Team Building for Lean Production” (see banner here below), the comfort zone can be defined as the combination of ways of thinking and habits that a person or a work team has no interest in changing.
If we study the various graphic representations of the Toyota Production System of Just in Time, of TPM and of WCM well, it is possible to notice that in these models there is always the presence of elements which recall the involvement of all the collaborators of the company.
The activities that refer to Lean Production are efficient only if the problems are analyzed with a 360° vision and this almost always requires a work group.
In the company, it is possible to see the force of resistance to change at work just as soon as new ideas which in fact question the entire hierarchy, are introduced.
The resistance to change is much stronger the closer you get to the vertex of the company pyramid.
Lean Manufacturing and the Kaizen philosophy of continuous improvement are based on work groups. It is not possible to implement WCM or TPM if we are unable to manage and promote teamwork.
What are the base conditions that a good Kaizen coach must create so that the group performs very well?
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