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workers at all levels in the company and empower them to create a solution and achieve rapid management approval The basic form of workout is well known:
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A manager identi es a problem that needs to be solved The manager should be of suf cient seniority to be responsible for all aspects of both the problem and the solution A cross-functional team is created, with representatives from all areas of the business that either touch on the problem or are involved with a solution If the team members are new to workout, they re trained in problem solving techniques The team members meet at an off-site location, where the manager presents them with the problem to be solved The manager then leaves until the nal stage The team has several days to analyse the problem and nd a solution The solution must address all aspects of the problem and represent a complete plan of action Outside facilitators are used to run the process and help the team with problem solving techniques As with retrospectives, it s better to use neutral outsiders to help
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At the end, the manager returns and the team presents the solution The manager has to make a decision on the solution He or she has several options:
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To accept the solution and plan as is To reject the solution and provide an explanation One other option is available: to ask for some time before accepting or rejecting the plan Managers are expected to explain why they need the time and at the end of this time say, 30 days they must return to the team and announce their accept/reject decision
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While workout is undoubtedly a powerful technique and has helped GE achieve rapid change, it isn t to be undertaken lightly Workout is timeconsuming and expensive, because it temporarily creates a diverse team of people from different parts, and perhaps locations, in the company In order to actively run a workout, the senior manager must be prepared to accept the decisions of the workout and respond accordingly Failure to accept solutions or give reasons for rejecting plans may undermine both the individual sessions and the wider programme One group of researchers10 tried to copy GE s workout in another organization They encountered a large number of problems, which aren t necessarily
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See Schaninger, Harris and Niebuhr (1999)
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210 11
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obvious from a brief description but that highlight how important the GE culture is in allowing workout to succeed For example:
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GE places great importance on quick decision-making Companies that take a more consensual, slower-paced, approach to decisions will have problems accepting that one person can make rapid Yes/No decisions Workout utilizes, and enhances, the empowerment of many employees In an organization without a history of employee empowerment, the participant may hold back on making recommendations and dif cult suggestions The ip side of empowerment is that managers welcome employee suggestions and plans In organizations where managers aren t used to hearing brutal truths and suggestions from employees, they may feel threatened by such a process
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Workout is a tool with great potential, but transplanting it directly from GE to your organization isn t necessarily easy Workout might work for you, or it might inspire you to devise your own problem solving system
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1136 Kaizen and Kaikaku
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Those who implement Lean manufacturing and product development frequently use Kaizen events to drive improvement forward Kaizen is a version of continuous improvement Teams re ne their working practices and processes to improve their ef ciency and the quality of the products Much of this book describes Kaizen-like activities Sometimes, organizations and teams need to go further In addition to regular Kaizen, Lean teams use occasional Kaikaku events to bring about more far reaching change Kaikaku, another Japanese word, means revolutionary reform Such an event may be held at the start of the change to Lean production, or by teams that are already practising Lean and want to improve further The format of an event will depend on where the team is starting from and what the team is seeking to accomplish Fault- nding and value stream mapping may be used, as may some of the other techniques outlined in this section At the same time, Kaikaku lays the foundation for further improvement through Kaizen Kaikaku events involve all those concerned with the process Together, they re responsible for understanding the current process, determining what needs to be done and devising a better process or processes Once changes are decided, the same team is responsible for implementing the changes
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