One of the age old problems with lean has always been employee engagement and buy in. People don’t like being told what to do and typically change is met with resistance if it isn’t explained properly. If shopfloor workers here the word lean there is an assumption that it means job losses or working longer hours, ensuring that employees understand the project from the start, laying out the plan and engaging with them before a project begins can be the difference between an initiative taking off or taking a back seat.

That is why we have scoured the archives to find the Top 10 articles that give some guidance as to what helps get buy in and gain trust when you want to start a new project.

Number One

Employee consideration is key

Making sure that you look after your team’s welfare and address issues is often an overlooked part of management. In order to get the most out of people you need to remember that your workers are actually people and that taking their concerns in to account can go a long way to making sure you change programme sticks.

Number Two

Unified Communications, what it is and the questions you should ask

Communication is one of the most underrated tools in the lean tool box. Ensuring that lines of communication are direct and can’t be misunderstood is a huge advantage in to world of cutting waste and creating value.

Number Three

Agile working – A mindset not a process

Making sure that everyone is on the same page, understands why decisions are made and how to make decisions themselves is massive for any organisation. This article outlines how to make sure you get the mindset right to be adaptable within an organisation.

Number Four

Top Tips on How to Use Video to Engage your Business

Getting people to engage can be a massive pain, especially if it is a large organisation which is spread over numerous sites. This article discusses how using videos can boost your engagement levels.

Number Five

Effectively engaging leadership

Ensuring that leadership itself is engaged is key in the rest of the organisation, it trickles through. This article looks at the ways to ensure that leadership gets enthused and passes that along to everyone else.

Number Six

What the operator sees

It is often easy to see what an operator is doing, but it is another thing entirely to see what the operator sees. This article examines what it takes to truly see what their experience of continuous improvement is.

Number Seven

Manpower made efficient

The little things add up to make a big difference, here we look at what Overall Manpower Efficiency and how these marginal gains that come from training can add up.

Number Eight

Empowering individuals on a global scale

It’s all well and good being able to motivate a small team that work in your office, but engaging with people on a vast scale and making them feel empowered can be tough. Here we look at how to do it best.

Number Nine

The power of rewards

Sometimes you need to let people know they are valued and that their engagement is worth something. Rewards are a good way to do it and this article gives you some tips on how to make sure it’s done right.


Number Ten

Power to the people

Not being heard at work can be one of the most frustrating things, here we look at how something as simple as giving employees a voice that is respected can make a huge difference.