As an integral part of our Lean education programmes we usually run awareness sessions for change champions setting out the philosophy, principles and benefits of taking a structured approach to performance improvement. Some of these people already have a wide experience and deep understanding of Lean and or Six Sigma, whilst others are new to the concept.

Having sparked a passion to take it forward in their own organisations, the next question we often find people asking is ‘what do I have to do to make it work?’ There is no magic wand, of course. It depends on what you are setting out to champion, your starting point, and where you want to end up. However, here are some general principles that we hope will guide you towards making a significant and successful impact in the role.

The role of the major change champion is typically fulfilled by directors who have accountability for the delivery of goals at an organisational level and, as such, may also be responsible for defining the organisation’s strategy for performance improvement. In championing a major change programme their key tasks will be to gain approval for the business case, provide programme direction, and position Lean as the primary vehicle for achieving the required results.

To do this, they will need to clearly, consistently and constantly voice the business vision / mission, and to challenge non-Lean solutions and behaviours at all levels of the organisation. Changing direction at short notice; accepting compromises; and failing to link the programme directly to the achievement of business goals are the main threats to success.

The role of cross –functional improvement projects is typically fulfilled by executives with accountability for delivering functional objectives. Their key role will be to ensure that cross-functional value streams meet the needs of stakeholders. Principle activities here may include: establishing the needs of customers and translating these into business level CTQs; identifying and scoping opportunities for cross-functional process improvements that will accelerate value stream and / or meet business objectives; and maintaining and managing a hopper of improvement opportunities. Examples of how champions can provide direct support to cross-functional improvement interventions may include: ensuring that the right team to conduct improvement activities is in place; leading phase gate reviews; relentlessly removing obstacles to change; updating stakeholders of progress to secure their continued agreement; capturing, realising and promoting stakeholders’ benefits; and, last but not least, coaching and mentoring their team of Lean / Six Sigma specialists.

So, thinking from the customers’ point of view all the time; challenging status quo and constrained thinking; sharing knowledge and experience of own functional specialism; building capability in others; carrying out short interval leadership with improvement teams; defending radical solutions; seeking out and responding to facts; and developing one’s own knowledge of improvement approaches and tools will all help ensure success.

Danger signs to watch out for are satisfying  some stakeholders to the detriment of others, not releasing appropriate resource, changing operational priorities without communicating why, losing interest once improvement intervention underway, being wedded to own ways of working and playing politics.

Those who champion improvements centred on a specific process (or value stream) are usually senior managers changed with delivering performance at a departmental level. Their role as a Lean Champion in this arena is to enable teams to optimise the specific value stream for which they are responsible. This usually involves carrying out a Rapid Improvement Event and will focus on both the processes and the ways of working in a particular department or in providing a particular service. This will inevitably affect interactions with other teams, especially the associated internal customers and suppliers. Generating a high level SIPOC for the process under scrutiny helps identify these relationships.

Here the key activities of the effective sponsor will encompass: providing operational performance improvement goals to give the context for improvement; ensuring authority information and resources (including Lean capability) is embedded within the team; brokering contacts with stakeholders on behalf of the team; and, again, coaching and mentoring facilitators and team leaders.  Authorising others to remove obstacles to improvements will also be an important task.

Good habits that will reinforce these activities include: seeking out the voice of customer, the voice of organisation and the voice of people and communicating these messages to the process owners; being present at key stages of improvement activity such as scoping, during RIEs, and at key stages of implementation; and ensuring knowledge is captured and lessons learnt are shared across the wider organisation.

Not allocating sufficient time and resource, rejecting radical thinking, raising objections to new ideas, and failing to support and challenge implementation are all guaranteed to stall progress.

Lean teamworking embodies daily continuous improvement in pursuit of high performance. Here the Champions are likely to be middle to senior managers in the operational areas concerned. Their role is to generate an environment and culture that enables teams to take ownership and practice continuous improvement every day. Major contributions that champions can make at this level are: giving teams a clear frame of reference for making changes and making sure that this is well understood and observed; ensuring teams have ongoing improvement programme (CI action sheet system); creating networks for sharing best practice; regularly ‘visiting’ teams daily work group meetings and primary visual displays; supporting and challenging progress against 20 keys; promptly recognising and rewarding performance improvements; and above all, personally demonstrating openness to change by adapting their own behaviours and ways of working to reflect Lean thinking.

These behavioural changes may mean doing more of things like include promoting Lean within their peer group and leaders; modelling CI tools and techniques in executing own day to day responsibilities; challenging organisational ways of working that constrain team based continuous improvement; and trusting teams to deliver. Conversely, it may mean going less of things like upholding of policies and behaviours that reinforce traditional (non-Lean) thinking; ignoring teams’ efforts and achievements; and micro-managing. Cancelling meetings, overriding team decisions, being too busy to spend time with their teams all send the message that Lean Teamworking is just not that important.

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