Context
The client, a leading life and non-life insurance company, had started a Lean transformation initiative 7 years before. The program was driven by an internal team of 8 consultants. In the last years, the program went through several organisational and methodological changes. As a result, the program failed to show tangible and measurable impact, and progressively lost credibility throughout the organisation. In parallel, team dynamics had severely deteriorated.
Our Mission
Restore program effectiveness and -credibility to ensure top management support and buy-in from the organisation, and in turn sustainability of the program. Re-install a positive spirit in the team.
Results
Re-gained credibility of the Lean program with top management and revival of positive dynamics in the team through the establishment of:
- A clarified and strengthened methodology
- A complete performance reporting tool
- Redefined roles for the team members and institutionalised coaching
- Engaged and aligned supporting entities
- A structured and credible roadmap
- A stronger team in terms of Lean and change management skills
Approach
- Initial diagnostic of the Lean program and the team through interviews/workshops with the consultants and internal clients regarding:
- Achievements of past Lean tracks and client satisfaction
- Strengths & Weaknesses of current methodology
- Individual skills and experience
- Personal expectations, satisfaction and frustrations
- Team dynamics
- Definition of internal workgroups to address the key issues highlighted, including definition of:
- A unified approach to teach and apply problem solving
- Lean track targets and performance management
- A framework to support continuous improvement after Lean tracks have taken place
- Analysis of different team organisation scenarios and implementation of the best set up
- Definition of Lean roadmap principles and opportunity criteria based on potential and feasibility
- Coaching of the Program Lead to ensure strong internal leadership
- 3-day intensive Lean training to ensure basic Lean expertise and a common platform to further build team knowledge
- Installation of a knowledge management process in the Lean team
Main challenges
- Initially difficult team dynamics (incl. rivalry) hindering the establishment of openness and trust with team members
- Hostility towards ‘external’ consultants
- Initially unclear expectations and weak commitment of the top management towards Lean
- Controversial history of Lean in the company
