• Think small. Everything becomes much more visible within a small production cell, giving teams a clearer idea of the “big picture”. In our experience, the optimum size is 10.
• Reorganise working spaces. Some kind of physical relocation helps to emphasise that things are going to be different.
• Training needs to be given to both team leaders and members to help them adapt to the challenges of change.
• Offer financial incentives. A bonus scheme based on bottom-line profits ensures that everyone has a reason to improve performance.
• Making information more accessible affects motivation and efficiency. We created one single administration office – downstairs by the factory – with an open door policy.
• Choice of team leader is crucial – avoid choosing heroes and heroines who do everything themselves. You need a real team player who’ll bring out the best in their colleagues.
• Self-discipline will only be applied where there is ownership. If the team agrees the process – and documents it – you no longer need traditional controls to ensure things get done.
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