Lean projects without value stream-based organization fail to maintain the initial excitement. In this article I explain why and how to fix it.
I have witnessed many projects related to lean transformation. You know the initial excitement; kaizen workshops are established, teams are motivated, measurements are made. The place is filled with energy for a while. But then… then silence. Because the most difficult question comes to the table: “How permanent will this transformation be?”
That’s when we come to the issue at the heart of it all: Organizational structure. If the structure does not change, the behavior will not change permanently. So it is unrealistic to expect the same structure, only different behaviors.
Functional Structure: Every Man for Himself, Where is the Customer?
In traditional structures, jobs are divided; production does its own thing, quality does something else, and maintenance is usually around when things break down. While this structure may look orderly from the inside, it is chaotic for the outsider – the customer. Because instead of organizational boundaries, he sees only the quality of the product, on-time delivery and reliability.
But the functional structure fragments this visibility. Everyone focuses on their own performance, problems are common but solutions are scattered. Making lasting improvement in such an environment is like looking for a path in the fog.
Value Stream Organization: The Way is Clear, the Responsible is Clear
The real breakthrough in lean transformation begins when this foggy structure gives way to a clear and holistic model: Value Stream Based Organization. This is no longer based on departments, but on product families. Each product family is headed by a Value Stream Leader. This person owns the entire process, from raw materials to the customer.
What Does a Value Stream Leader Do?
Organization Chart: A Message Beyond the Visible
Lean transformation is not just a methodology; it is also a culture. A value stream-based organizational structure sends the following powerful message to company employees:
And believe me, this message spreads in such a way that it transforms not only the structure but also the way of thinking.
A Question and a Call
If you are running lean transformation projects in your company, please ask yourself this question:
If the answer is not clear, take the first step immediately: Identify a value stream leader for each product family. This step will transform not only your processes, but also your leadership.
Remember:
