One of the most challenging issues that I find with the implementation of Lean Thinking is convincing leaders to make their waste visible. What I mean with this statement is that Visual Management is a critical part of Lean Thinking and integral to that is putting in place a MCRS (Management Control Reporting System). Within this system we must make all of our meetings visible, with TORs (Terms of Reference) for each and clear measurement of Meeting Effectiveness, action log completion, attendance, etc.
However, this normally elicits an allergic reaction from leadership, as suddenly the time taken to plan, prepare and follow-up on this activity becomes very visible and the normal response is that we don't have time for this bureaucracy. However, the alternative is to continue with the hidden waste of ineffective meetings, coffee corner agreements and symptom based decisions (versus root cause based decisions).
I've tried to figure out the antidote to this allergy but unfortunately the only remedy appears to be the belief and stamina to endure the criticism whilst you make the system work and start to reap the benefits.
Just don't expect much in terms of recognition for this in the end ...
"I aim to promote the global sharing of best practices in the application of Lean Thinking."