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In dit blog wordt duidelijk waarom woningcorporaties moeite hebben om Lean succesvol te implementeren. Daarmee is gelijk duidelijk welke factoren juist belangrijk zijn om wél succesvol te zijn.

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De noodzaak voor verandering wordt niet herkend

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Een verandertraject heeft geen kans van slagen als niet duidelijk is dat er een probleem of uitdaging is. Draagvlak ontstaat op 3 vlakken:

• “de tent staat in de fik” oftewel als we niets veranderen heeft de organisatie geen reden van bestaan meer
• sense of excitement, de medewerkers in de organisatie zijn enthousiast over een uitdaging
• “Lead by example”, er zijn organisaties in dezelfde branche die het beter doen

Als voor medewerkers niet duidelijk is waarom een verandertraject wordt ingezet, zullen zij vooral de nadelen zien en die groter maken. Het moet ook duidelijk zijn welke voordelen het voor de organisatie en individuele medewerkers gaat bieden.

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Richting ontbreekt

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Richting ontbreekt

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Problemen zijn onzichtbaar

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In organisaties waar angst deel uitmaakt van de cultuur, blijven problemen vaak onzichtbaar. Zaken die niet goed gaan worden opgelost, maar zullen zich herhalen. Zolang medewerkers het gevoel hebben dat zij de oorzaak zijn van fouten, worden die niet gemeld en is het management zich niet bewust van het verbeterpotentieel. Bij veel managers en bestuurders is niet bekend dat ca 96% van de gemaakte fouten worden veroorzaakt door het systeem en dus slechts 4% van de fouten te wijten is aan menselijk handelen. Stimuleer dus om fouten of afwijkingen in het proces zichtbaar te maken. Ga vervolgens op integere wijze op zoek naar de oorzaken en los die op. Uw medewerkers zullen zich gehoord voelen en meer meewerken aan structureel problemen oplossen.

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Prestaties worden niet gedeeld

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Weten medewerkers in uw organisatie op welke manier zij bijdragen? In veel organisaties kom ik dit tegen. Ik bedoel dan niet een dashboard met daarop het aantal klanten wat nog in de telefonische wachtrij staat, maar de werkelijk geleverde prestaties in de keten. In een wekelijkse of dagelijkse meeting met het team kun je de prestaties bespreken en gelijk zicht krijgen op problemen die spelen of oorzaken waardoor doelen niet worden gehaald. Zo’n meeting hoeft op zich niet lang te duren, met maximaal 10 minuten moet het klaar zijn.

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Er wordt verticaal gestuurd

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Silosturing of een vertikale sturing van de organisatie werkt succes over de keten tegen. Laat ik dit met een voorbeeld uit een totaal andere sector verduidelijken:

Stel dat een salesafdeling met overwerk en extra inzet in staat is om de doelstelling van het aantal te verkopen producten ruim te halen (en ook beloond worden op het aantal verkochte producten), terwijl de productieafdeling (beloond op kwaliteit van de geleverde producten) die salesresultaten niet kan waarmaken. Uiteindelijk krijgt de klant  niet de service en diensten die hij verlangd.

Zo ook bij woningcorporaties heb ik voorbeelden gezien waarbij een afdeling klantenservice gestuurd wordt op afhandeltijd van bijvoorbeeld reparatieverzoeken, terwijl de onderhoudsdienst als doel heeft om zoveel mogelijk reparaties in een keer goed af te handelen. Doordat aan de voorkant van het proces wordt gestuurd op tijd, neemt de kwaliteit in het proces af (een intake die niet volledig of onjuist is). Daardoor neemt de kwaliteit van de reparaties af (er wordt een verkeerde discipline gestuurd, materialen zijn niet voorhanden etc) het aantal reparaties wat in een keer goed wordt afgewikkeld neemt zienderogen af. Het zichtbare probleem zijn de afhandelingen van reparaties, maar daar gaat Lean niet bij helpen. De werkelijke oplossing is integraal naar het proces kijken en oplossingen in de gehele keten vinden.

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Geen of onvoldoende begeleiding

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Lean leer je niet uit een boekje. Een grote valkuil is dan ook om het zelf te willen doen. Die valkuil wordt veroorzaakt doordat medewerkers vanuit een operationele rol, na een korte opleiding, verantwoordelijkheden krijgen in een Lean implementatie. Onzekerheid en het missen van een zekere status die bij de nieuwe rol hoort, kunnen zorgen voor een snelle terugval.

Ik ben zelf voorstander van een begeleiding die zo groot is als nodig en zo beperkt als mogelijk. Opleiding is natuurlijk belangrijk, waarbij begeleiding bij de eerste stappen op Lean gebied bijdraagt aan het succes ervan.

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Zijn er nog meer factoren?

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Deze opsomming is uiteraard niet limitatief, maar een greep uit de belangrijkste Lean killers in een organisatie. Wilt u meer weten over dit onderwerp of bent u wellicht al aan de slag met een verbeterprogramma maar loopt u tegen zaken aan, dan kom ik graag in contact.

In mijn volgende blog zal ik welke factoren bijdragen aan een duurzame implementatie van Lean. Wilt u op de hoogte worden gehouden? laat dan een bericht achter of stuur mij een email.

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