Beyond the Fad: How to Weave Lean into the Fabric of Your Company Culture
- Steph
- Jul 1
- 4 min read
Your company has tried to "go Lean." You've had the workshops, the 5S events, and the push for efficiency. But months later, are you finding that the initial enthusiasm has fizzled out and old habits are creeping back in? You're not alone. Many organisations struggle to make Lean stick, watching it become just another flavour of the month.
The problem often isn't with the principles of Lean themselves, but with how they are introduced. You can't simply chase a Lean culture; you have to cultivate it. The secret lies in understanding the human side of change. A powerful framework for this is the Beckhard-Harris Change Equation.
The Formula for Lasting Change
The Change Equation is a simple yet profound model for implementing successful change.
It's expressed as:
Let's break down what each of these variables represents:
D: Dissatisfaction with the Status Quo. Your team needs to feel a genuine dissatisfaction with the way things are currently done.
V: Vision of a Better Future. You must present a clear and compelling vision of what the future could look like.
F: Concrete First Steps. Your team needs to know the immediate, tangible actions they can take to move toward that vision.
R: Resistance to Change. This is the natural human tendency to resist new ways of working.
For any change to take hold, the product of Dissatisfaction, Vision, and First Steps must be greater than the inherent Resistance. Notice the multiplication signs. This is crucial. If any one of the three components on the left is zero, the entire side of the equation becomes zero, and you won't overcome the resistance.
So, how can you practically apply this to your Lean implementation?
Fuelling the Fire: Cultivating Dissatisfaction (D)
You can't just tell your employees that the current way of doing things is inefficient. While pointing out the costs to the business is a start, a much more powerful approach is to help them discover the problems for themselves.
Encourage your team to identify what "bugs them." Is it the constant search for tools? The frustration of rework? The stress of last-minute schedule changes? When they personally feel the pain points, their dissatisfaction becomes a powerful internal motivator for change.
A key strategy is to align this dissatisfaction across all levels of the organisation. For instance, senior leadership may be concerned about the cost of premium shipping due to late deliveries. At the operator level, this same issue might manifest as the frustration of frequent changeovers and forced overtime. When everyone understands how the same core problem negatively impacts them, you create a unified desire for a solution.
Painting the Picture: Creating a Compelling Vision (V)
Telling people about a utopian future state is rarely effective. Instead, you need to show them what's possible. The most effective way to do this is to immerse them in a successful Lean environment.
Consider taking your team to visit a nearby factory that has a mature Lean culture. Seeing it in action is far more impactful than any presentation. If a physical visit isn't feasible, turn to online resources. The "two-second lean" community on YouTube, for example, offers a wealth of videos where companies openly share their Lean journeys. This allows your team to see what can be achieved, sparking their imagination and belief in a better way.
The First Step on a Long Journey: Concrete Actions (F)
Avoid overwhelming your team with a detailed three or five-year plan. The key is to focus on the "first" in "first steps." What are the initial two or three simple things you can do right now?
The "two-second lean" approach excels here. It encourages starting with small, immediate improvements. Simple actions like establishing daily morning meetings, creating a WhatsApp group for continuous improvement ideas (Kaizen), or scheduling dedicated time for improvement activities can build momentum. These small wins demonstrate that change is achievable and that everyone can contribute.
By focusing on these three key areas, helping your team feel the problem, showing them a better way, and providing clear and simple first steps—you can overcome resistance and begin to build a culture where Lean isn't just a programme, but "the way we do things here." It's a shift from a short-term fad to a long-term, sustainable competitive advantage.
What are some of the key pain points that your team is currently experiencing?
What You Can do Now
You've seen how the Change Equation works. The key to tipping the scales in your favour is providing clear, compelling, and concrete first steps that build unstoppable momentum. Don't just talk about a better future, start building it now.
Our suite of online courses is designed to provide the foundational skills that transform a Lean initiative from a temporary fad into a permanent part of your company's DNA.
Give your team the tools they need to:
Create Order and Eliminate Frustration with our 5S and 7 Wastes courses.
Empower Proactive Improvement through Practical Problem Solving and Standardised Work.
Develop Engaged Leaders and Teams with our Area Patrol and Build a Strong Team modules.
Stop chasing a Lean culture and start cultivating it. Explore our online courses and take the first real step towards lasting change.
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