EdGrimshaw.com

One of the major issues in facilitating any project or programme is getting sufficient buy-in from senior management or from the body directing the will of the organisation.  Buy-in is one of those terms, that is easy to the bandied around, but that it sometimes proves difficult to get the engagement required to make the program a success.  That person sponsoring the program doesn't understand the technology and methodology used and how can it be supported in a meaningful way.

Lean is one of those technologies that some organisations do buy into fully..  However, as it is being rolled out into some of the more diversified  organisations and services, there is an increasing risk that the program becomes just another technology, rather than  a shift in culture. lean implementation does mean a culture change. Culture change requires total participation from the management of the organisation.

So what are the signs that the management team or board has bought into the program, here are just a few, but nevertheless they are critical to the success of a programme:-

1. they fully understand the program and what is required to make it a success.
2. they understand their role in the program and are prepared to fully participate.
3. they can teach the technology in being trained to a high degree of understanding
4. they attended and supports preparatory washup sessions for the change workshops
5. they visit the areas where the change has been applied, and they are able to add value in advising or making suggestions for further changes
6. they fully resource the program financially and in terms of the manpower required.
7. they remove roadblocks for the program.
8. they measure, review and follow-up with actions to support the improvements.
9. they participate in the implementation of some of the changes.
10. they validate the improvements through recognition of those participating.

so there are some tests to measure buy-in on a programme.  to also have done it.  Now, several organisations are trying to follow Toyota did it now let see who can follow. If the benefits are explicit and move the organisation forward than the level of investment should be clear-cut as a decision.