Management Commitment and Readiness for OpEx Transformation

Management Commitment

• Ensure top management's full commitment to lean initiatives.
• Management must lead and embody the change.
• Delegating lean to others is ineffective; leaders must drive the change themselves.

Managerial Resistance

• Identify managers who may resist lean initiatives.
• Address motivation, skill gaps, or the need for additional training.
• Recognize that different departments may adopt changes at varying paces.

Trust in Management

• Address any fear or mistrust of management among associates.
• Consistency in management actions is key to building trust.
• Engage with employees one-on-one to rebuild trust if necessary.

Frontline Leadership

• Develop strong frontline leaders to support lean initiatives.
• Aim for a higher ratio of leaders to associates for better guidance.
• Invest in long-term leadership development for organizational continuity.

Precedent for Training

• Set a precedent for teaching and developing employees.
• Dedicate time and resources to employee development.
• Use daily huddles or startup meetings to focus on continuous improvement and training.

Source: 

 https://www.youtube.com/watch?v=dOW2TTDasTQ

There are other less critical readiness items to consider that you can work on as you start the transformation.  These are described below.

True Teamwork

• Evaluate and cultivate true teamwork within the organization.
• Encourage accountability for problem-solving and performance.
• Differentiate between a close-knit "family" and a goal-oriented team.

Metrics and Measurements

• Implement basic metrics to track production performance.
• Metrics help quantify improvements and maintain organizational buy-in.
• Examples include lead time, units per hour, defects per month, and inventory turns.

Production Clarity

• Ensure clear and accurate production instructions.
• Establish standards for product specs, work methods, and process parameters.
• Clarity in production instructions prevents confusion and waste.

Design and Development Support

• Provide adequate design and development support.
• Ensure engineering and R&D work is completed before production starts.
• Avoid wasting time on production floors by pre-solving design issues.

Realistic Expectations of 5S

• Understand that 5S won't solve all quality or production flow issues.
• Recognize 5S as a starting point that creates clarity and abnormality detection.
• Prepare for additional lean tools and methods to address deeper issues beyond 5S.