To resolve clashes between the team members over lean process changes, facilitate a collaborative workshop where teams voice concerns and co-design solutions. Use data to depersonalize debates and highlight shared goals. Implement changes incrementally, assign "lean champions" to bridge gaps, and schedule follow-ups to tweak based on feedback—balancing standardization with flexibility.

The importance of lean process changes could be well explained with need for reduced workload in managing those changes. We generally build process changes in different phases. A phased approach is always well understood than a detailed one time change.

From my own plant operations experience, clashes during lean process changes often happen when roles and responsibilities aren’t clearly defined. What worked for us was sitting everyone down and clearly answering who does what, why it matters, when it's done, and how it's done. We made space for open conversations where each team could share concerns. Once we had data on process gaps, we co-designed the solution with both teams. We piloted small changes, tracked the results, and scaled what worked. It wasn’t about forcing lean—it was about building clarity, trust, and shared ownership.

When teams clash over lean process changes, listen first. Understand their concerns—is it job security, workload, or misunderstanding the "why"? Clearly explain the "why" behind the changes and how they'll be implemented, including training and support. Involve them in solutions through workshops or pilot programs. Address specific issues like workload directly, reallocating resources or providing training as needed. Emphasize shared goals and how these changes benefit everyone, fostering teamwork. It's about empathy, clear communication, and empowering people.

When teams clash over lean process changes, the key to resolution is open communication and shared ownership. Start by understanding each team's concerns and motivations, then bring them together to collaboratively refine the process with clear, shared goals in mind. Emphasize data-driven benefits and consider piloting changes on a small scale to build trust. By fostering transparency and aligning everyone toward common objectives, you can turn conflict into cooperation.

Yes regularly. Process change almost always surfaces buried tensions. The key is making the 'why' behind the change visible, then co-designing the 'how' with the team. Most of the time, people are reluctant to change the status quo because they are unaware of the unknown. It's about understanding their concerns and filling those knowledge gaps. Alignment follows ownership.

To resolve team conflict over lean process changes, start by facilitating open communication so all concerns are heard. Clearly explain the purpose and benefits of the changes, using data and examples. Involve team members in the decision-making process to encourage buy-in. Address concerns with training and support, and focus on shared goals to build alignment. Define clear roles and responsibilities, monitor progress, and be willing to adjust as needed. Recognize successes to reinforce positive change and foster collaboration.

When team members clash over lean process changes - it’s usually because the change was done *to* them, not *with* them. If you want to avoid these issues, there is a collaborative approach that “lean” folks talk about but rarely use well: kaizen (if you think you’re doing kaizen and you are still getting clashes - you’re doing it wrong!). Back up, form a cross-functional team. Include people from the warring factions, and start with training. Don’t rehash old disagreements - work through what would spell success for the whole team. Brainstorm, then get out on the floor or where the process is and try storm. Keep iterating to solve the issue. After the change, add standard work, job instruction, coaching & debugging to make it stick.

Based on my 18 years of experience in applying Lean practices across six countries, I’ve consistently encountered conflicts during implementation. Over the years, I’ve developed and used several effective techniques to overcome these challenges: 1. Enhancing team communication by focusing on WIIFM (What’s In It For Me) to create personal relevance and buy-in. 2. Providing the right training to the right people at the right time to ensure capability and confidence. 3. Defining clear roles and responsibilities for each team member to reduce ambiguity. 4. Creating short-term wins to build momentum and motivation. 5. Implementing a culture of rewards and recognition to celebrate contributions and reinforce positive behaviors