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Sustainable
LEAN
The Story of a Cultural
Transformation

R o bert B. C a mp
A PRODUCTIVITY PRESS BOOK
Sustainable
LEAN
The Story of a Cultural
Transformation

Robert B. C a mp

Boca Raton London New York

CRC Press is an imprint of the


Taylor & Francis Group, an informa business

A PRODUCTIVITY PRESS BOOK


CRC Press
Taylor & Francis Group
6000 Broken Sound Parkway NW, Suite 300
Boca Raton, FL 33487-2742

© 2013 by Taylor & Francis Group, LLC


CRC Press is an imprint of Taylor & Francis Group, an Informa business

No claim to original U.S. Government works


Version Date: 20121003

International Standard Book Number-13: 978-1-4665-7169-3 (eBook - PDF)

This book contains information obtained from authentic and highly regarded sources. Reasonable efforts
have been made to publish reliable data and information, but the author and publisher cannot assume
responsibility for the validity of all materials or the consequences of their use. The authors and publishers
have attempted to trace the copyright holders of all material reproduced in this publication and apologize to
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Contents
Preface...................................................................................................... v
About the Author...................................................................................vii

Chapter 1 The Encounter..................................................................... 1

Chapter 2 The Tough Question........................................................... 3

Chapter 3 An Honest Answer.............................................................. 5

Chapter 4 The Process Begins............................................................. 9

Chapter 5 Day 2.................................................................................. 15

Chapter 6 Metrics and More.............................................................. 31

Chapter 7 Cascading and Catchball.................................................. 41

Chapter 8 Hourly Key Performance Indicators and Summation.... 49

Chapter 9 Home Sweet Home............................................................ 57

Chapter 10 Wrap-Up and Some Advice.............................................. 63

Chapter 11 Confrontations Everywhere............................................. 67

Chapter 12 When It Rains …............................................................... 73

iii
iv • Contents

Chapter 13 Candor and Games........................................................... 81

Chapter 14 A War on Two Fronts...................................................... 119

Chapter 15 At Last, Some Good News.............................................. 127

Chapter 16 Pulling Out the Stops...................................................... 133

Chapter 17 The Showdown................................................................ 145

Chapter 18 A New Day....................................................................... 151

Chapter 19 The Fat Lady Sings.......................................................... 153

Chapter 20 A New Era........................................................................ 157

Epilogue................................................................................................ 161
Author’s Notes..................................................................................... 167
Further Readings................................................................................. 169
Preface
Anybody can start a Lean transformation. That’s easy. What’s hard,
is ­sustaining it.
Data indicate that more than 80% of all first-time transformations fail.
Why is that? Is it because applying Lean is hard? No! Is it because sustain-
ing Lean is hard? No! Then what?
In the book that follows, Jim, a plant manager for an electronics firm,
has already had one failure and realizes that if he doesn’t act quickly, he
may not get a chance to survive a second.
In one of life’s lucky happenstances, Jim meets Frank, a Lean consul-
tant, who agrees to help Jim and his staff implement and sustain a new
transformation. But before Frank will agree to take Jim on as a client, he
establishes some tough rules.
Those rules, Jim will learn, are the beginning of the discipline that he
and his staff must embrace in order to become Lean. As it turns out, the
reason most Lean transformations fail is that leaders fail to lead. Frank
will infuse Jim’s staff with new attitudes toward leadership and teamwork.
He will also teach them great tools to monitor their success.
Along his journey, Jim’s personal life will take some frightening turns,
and at their worst, his career will be threatened. What Jim will learn is
that good leadership pays dividends way in excess of the individual
­contributions paid in, and that the success of his transformation will alter
his career, and his personal life, forever.

v
About the Author
Robert B. Camp holds a bachelor of science degree in engineering from
the United States Military Academy, West Point, New York, and a ­master
of business administration from Franklin Pierce University, Rindge,
New Hampshire.
Robert spent almost 20 years of his career working for Mobil and
Lockheed Martin. Throughout his career, he has performed roles that have
drawn heavily on his increasing body of Lean knowledge and experience.
He has spent more than 10 years consulting to government and industry
leaders on the topic of Lean. His consulting work has taken him through-
out North America, Europe, and Asia.
Today, he is vice president of operations for a company making
­specialty apparel for the healthcare industry. He is a board member of
the Association for Manufacturing Excellence (AME), an organization
­dedicated to the advancement of Lean concepts around the world.
Robert is the author of Go and See: A Journey about Getting to Lean,
Ascoli Publishing LLC, 2009.

vii
1
The Encounter

I’d like to tell you that I met Frank in the first-class section of a flight from
China, but that wasn’t the case. No, I met Frank when he addressed our
town’s Rotary.
Don’t get me wrong, the Rotary brings in some great lecturers, but Frank
had passion and he had a compelling message. The message? Stop bleeding
off U.S. manufacturing to other countries.
Frank’s discussion could have been high level and philosophical,
but wasn’t. It was data packed and offered solutions. I wasn’t alone in my
appreciation for his message. Not only did we give him a standing ovation,
several of us approached him after the session ended.
When it was my turn to talk, we exchanged a handshake and I told
Frank my story.
Two years ago, I’d brought in some consultants to help me to employ
Lean in my factory. At first, they did great stuff. Costs dropped, defects
dropped, and delivery times dropped. It was amazing.
When our contract ran out, I expressed my sincere gratitude. Their
lead consultant asked me to extend the contract, but corporate had been
breathing down my neck to get my consulting costs back in line. I had to
decline.
In the months that followed, things did all right, but then seemed to
slowly drift back to the preconsultant conditions. I was frustrated. My boss
was frustrated. My employees were frustrated. “What did I do wrong?”
I asked Frank.
He’d listened politely to my story and only now did a smile creep across
his face. “What you did,” he said, “was to trust someone else to perform
a job that only you and your managers could really do.”
“I don’t understand,” I admitted.

1
2 • Sustainable Lean: The Story of a Cultural Transformation

“What you did was to allow consultants to come in and assume leader-
ship of your Lean transformation. I hate to admit it, but even consultants
don’t always get it.”
“I’m not following,” I said, looking at the floor. “What should I have
done?”
Frank looked at the line behind me and said, “The answer to your q ­ uestion
will take longer than a few minutes.” He handed me his b ­ usiness card and
said, “If you are really interested, give me a call tomorrow m ­ orning after
7:00 a.m. I’m only in town until 5:00 tomorrow evening, but I’ll meet you
for coffee in the morning and answer your question.”
I thanked him again and left.
That night I woke from an ugly dream. My boss was telling me that
he was going to have to fire me because my plant’s numbers had all
gone south. In a transition that would make no sense in waking life, the
­consultants were in front of me saying, “We could have told you this was
going to happen.”
As I snapped awake, security was leading me out of my office and my
boss was shaking someone else’s hand, someone who I knew, and with
the clarity that only a dream can provide, I could tell that he was my
replacement.
My heart was racing and there was a sour taste in my mouth. Hours
later, when I finally got back to sleep, it was only after vowing to call
Frank in the morning. Thus began what has become the most amazing
­transformation of my factory and, more importantly, of me.
The months ahead would see our costs plummet, our on-time delivery
go from the low 80s to nearly 100%, and our defects drop by close to 80%.
I’d like to tell you that it was a breeze getting there, but that would be a lie.
It was hard work and often painful, but more of that later.
2
The Tough Question

Frank met me at a local coffee shop. My fear from the dream had never
fully subsided. I was ready for answers and was willing to listen to ­solutions
that would get me back to what I’d had two years earlier.
“So,” Frank opened, “tell me about your experience.”
“Where to begin …” I ventured. “OK, it started like this. A friend had
used these folks and they had done wonders for him. He’d done so well
that he’d been promoted the following year. ‘What have you got to lose?’
he’d asked me. I called the agency and set up an appointment.”
“The lead consultant described the kinds of things they’d do and that
we’d measure results every step of the way. They weren’t cheap, but they
guaranteed four times their cost in first-year savings.”
“Did you get it?” Frank asked.
“That and then some,” I replied. “It was amazing how their methodology
worked. The more our costs dropped, the higher our first-pass yield got.
The better our yield, the faster our processes became and the more pleased
our customers were. It was wonderful ....”
Frank interrupted my reverie, “Then what?”
I sniffed derisively. “Then, I didn’t renew their contract and things
seemed to fall apart.” I told Frank about the dream and admitted that,
since the dream, I’d realized that there were signs that my boss might,
indeed, be looking to replace me.
“It takes a good dose of paranoia to reach a general manager position,”
he said. “I wouldn’t lose sleep over this.”
Unconvinced by Frank’s bonhomie, I asked, “Is there anything I can
do?” already sensing the answer. I suspected that my heydays were behind
me and that it was now only a matter of time until I was let go.
“I don’t know,” Frank responded. “How hard are you willing to work?”

3
4 • Sustainable Lean: The Story of a Cultural Transformation

“I’m willing to do what it takes,” I replied, “but isn’t the question


‘How much are you willing to pay?’” I asked sarcastically.
“No, if I wanted to know that,” he said, “I’d have asked you that.”
“I’ll tell you the truth,” Frank continued, “it’s a long shot. Most leaders
don’t have the commitment to see a Lean transformation through, but on
the off chance you’re different, I’ll tell you what the next step is and give
you until tomorrow to give me an answer.”
“That simple?” I asked.
“That hard,” Frank responded.
“OK, shoot.”
“Are you willing to change the way you manage so as to become a Lean
Leader? Now, before you answer ‘Yes,’ let me tell you what is required of a
Lean Leader. You will need to commit to leading with both data and heart.
You’ll need to part company with people who aren’t willing to support the
transition to Lean; some of them might even be close to you, friends even.
You’ll need to listen more and delegate more and lead by truly getting out
front.”
“You think about that and ask if you are really willing to do that. If you
are, you can turn your company around in six months. In that time, you’ll
be well on your way to a lifelong transformation.”
“Of course,” he continued, “if you decide you can’t, you’ll be in good
company. Fewer than 20% of executives are able.”
“So, think about it and give me a call tomorrow.” Frank checked his
watch. “I’m sorry, Jim, but I’ve got to dash. I’ll look forward to your call.”
“Wait!” I urged. “What will it cost me?”
Frank had already grabbed his mug and was walking to the recycle
­station. “We’ll talk about that tomorrow. Meanwhile, ask yourself what
you’d be willing to pay to be successful, to turn your firm around, to be
part of the 20% who were able to become true winners; not only them,
but everyone who works for them. You can tell me that tomorrow, too.”
Frank pulled a 3 × 5 card from his breast pocket and made a notation.
“Tomorrow,” he said, waving good-bye.
3
An Honest Answer

I mulled Frank’s question over for hours. Was I willing to change?


I thought I was, but the mere fact that Frank assigned so much value to
the answer made me hesitant.
What would I be asked to change? Change the way I lead? That could
mean lots of things, but Frank had specifically said that I might have to
part company with folks who worked for me, maybe even friends. Could
I do that?
All told, I only had six direct reports: Phil, my controller; Hank,
my ­engineering director; Gus, my operations director; Flo, my HR
­d irector; Justine, my sales director; and Carlos, my materials director.
Well, then there was Margaret, my secretary. Which of them would I
be willing to lose? Really, the question was which would I be willing
to fire?
I rolled that question around all afternoon and into the evening.
At ­supper, Joyce, my 16-year-old, said, “You haven’t heard a word I said,”
in a huffy voice more appropriate for a wife than a daughter. Jim Jr.,
my 11-year-old, said “Can’t you see that Dad’s working something out in
his head?”
Out of the mouths of babes, I thought.
“You’re right,” I admitted to Joyce. I gave a sheepish smile across the
table to Bridget, my wife. Looking at Jim Jr., I said, “And you’re right, too,
son. I’m working through a really tough question that I’ve got to answer
tomorrow.”
Bridget reached across the table, taking my wrist. I knew it to be a sign
of affectionate support, so when she asked, “Anything we can help you
with?” I didn’t get defensive. I just looked down at my plate and shook my
head in the negative.

5
6 • Sustainable Lean: The Story of a Cultural Transformation

“Do you think you could stick with us a few minutes? Joyce has been
invited to the senior prom and wants our permission.”
“Wow, Joyce, that’s quite an accolade. A freshman getting invited to the
senior prom?”
I caught a look from Bridget. I could tell that she didn’t want Joyce
going, but I hadn’t heard her reasons earlier. I’d been too wrapped up in
my own problems.
Then it hit me, didn’t Frank say that part of changing was that I was
going to have to listen more? Boy, I’d failed that requirement already. Maybe
I really did need to change. I sure wasn’t being much of a leader at home.
I looked at Joyce and said, “Honey, this is a big deal for you, but it’s a big
deal for your mom and me, as well. Let us talk it over and we’ll give you an
answer by tomorrow night.”
“Whatever,” said Joyce in disgust. She pushed away from the supper table
and marched off to her room, only to slam the door. She’d been ­looking
for an easy “Yes,” and, I had to admit, I’d been the one in the past to give
it. I’d wanted to avoid confrontation, but now realized that I’d undercut
Bridget every time I did. I’d sacrificed my relationship with my wife, for a
relationship with my kids. I wondered if being a pushover really gave me
a ­relationship with them, or did they just use me to overcome their mom’s
objections?
“Jeez!” I thought, “Was I this bad at work?” That sent me off on another
bout of self-reflection. At least I’d been able to defuse Joyce’s crisis long
enough to talk things over with Bridget. I suppose I should take credit
where I could find it.
That night I tossed and turned. Bridget and I had resolved to let Joyce
go to the prom, but that the boy had to come to the house for supper
­beforehand, and he’d have to have her home by midnight. We knew we’d
get pushback from Joyce, but we were both OK with that. I have to admit,
it felt good being a real partner to Bridget and working through this
­problem like a real couple.
Now I was worrying about Frank’s second question. What was a trans-
formation worth to me? Well, I began my ruminations. The c­ onsultants
had saved me $1,200,000 in six months on revenue of $100 million. If we
could do half of that with Frank’s help, we could save half a percent of rev-
enue or about $1 million on $200 million of sales. If I paid Frank half that,
he’d walk away with $600,000 and I’d still have my job and any savings we
made after that.
I drifted off to sleep sometime later. I was as prepared as I was going to be.
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