Dan,

Good input and appreciated. The following is paraphrased from Goldrait's
book "The Goal." I used it in a Lean Manufacturing consulting gig a while
back. It seems fitting for consideration, no matter the industry or
operations within, considering your comments and those
of others both on and off line.

FIRST RESISTANCE LEVEL

The first resistance level finds people declaring they have no control over
some processes. Examples are supplier, customer, and worker deficiencies and
inadequacies. Suppliers may not provide what is needed when it is needed.
Customer contract requirements are subject to change sometimes severely
impacting production capabilities and schedules. Workers often are not
adequately trained, empowered, made responsible and, therefore,
are not accountable for their actions.

As a team, we have the ability to ensure these control deficiencies are
eliminated by TAKING CONTROL to ensure processes are managed instead of results.

SECOND RESISTANCE LEVEL

Without overcoming the first resistance level, It is impossible to overcome
the second.

The second resistance level finds observations as the proposed solution
cannot possibly work and allow the primary objective (satisfy customer
contract requirements) to be reached. This level's resistance must be
overcome to reach the next level.

Having evidence a proven solution works is what it takes to overcome this
resistance. In our case, JIT, Lean, Pull, Kaizen, Kanban, and all the rest,
one a part of another, have been proven without argument. The only issues
remaining here are creating training tools and using them throughout the
organization.

THIRD RESISTANCE LEVEL

Having all the answers as objective evidence concerning a system's worth is
fine. However, some might argue the system cannot provide improvement within
a certain organization and will provide negative effects.

Here it is important to ensure the solution/system is a fit for the
organization expected to embrace, accept and implement it. In our case,
clear decisions about exactly which system is best for our production
capabilities must be made and agreed to by everyone involved. This now
becomes an issue of whether a continuous flow, automated system, or cell
manufacturing system is best. Because of our nearly certain assuredness
about customer requirements, and attendant product demand, a cell system is
best as well as all attendant production and quality requirements.

FOURTH RESISTANCE LEVEL

When resistance is forthcoming about obstacles preventing implementation,
there may be validity in almost every organization. One valid point may be a
lack of resources as people, tools, equipment, facilities, money, and all
the rest.

Resistance, as obstacles, is overcome by either attaining adequate resources
or modifying a current system to become capable. One reason for going
cellular is that our company's current tool and equipment resources are
adequate if utilized properly within a cellular environment. This overcomes
another obstacle as cash. Little additional money is required for us to
operate this way. As for human resources, better training is the answer to
ensure everyone in every cell is cross trained to do every job required to
satisfy the primary objective.

FIFTH RESISTANCE LEVEL

This resistance level is most human. It finds people doubting each other's
ability or at least their ability to work well with one another. Worse yet,
complacent people are found not caring about any type change, let alone that
positive.

This is what the team concept is all about. Management provides everyone in
the organization with all the tools, and directions for their use, to get
the job done in a collaborative manner. It's not good enough to shout out
the order of the day and expect complete obedience or else. Clearly defined
goals and milestones, leading to the primary objective, first are provided.
Then, direction is provided to reach them unidirectionally moving forward.


Earl Moon