unrealistic in most cases, particularly early in the life of the lean transformation. It
simply does not happen. External energy from outside lean sensei(consultants) is
needed to keep teaching, driving, and pushing. On the other hand, when the ben-
efits start to become clear to the line organization, there will be an increasing pull
for the services of the internal lean coach: “Please come to my area next.” This is a
great sign of progress and makes the job of the lean coach a whole lot more fun.
Since the lean coach is so critical to the process, he or she needs to be care-
fully selected. Lean coaches must have the following characteristics:
- Smart
- Quick studies
- Love to learn
- Hands-on
436 THETOYOTAWAYFIELDBOOK
TRAP
The Microwaved Lean Coach
Since lean tools and concepts are by design straightforward, it
seems it should be easy to train a lean coach. Many universities
and professional associations will certify your lean coach. But
while these programs can teach useful things, they will notpro-
duce a qualified lean coach.
There are two kinds of knowledge: procedural knowledge and
tacit knowledge. Procedural knowledge can easily be taught in the
classroom—the steps to follow to develop a cell, for example. Tacit
knowledge is what you learn from experience, guided by a strong
coach. Knowing when a cell is appropriate, when the level of sta-
bility allows for a one-piece-flow cell, how to sell the concept to
management, where the cell fits into the connected value stream,
what size and shape cell will work best, and so forth, is based more
on tacit knowledge. The “Tale of Two Pistons” case in this chapter
illustrates how well-intentioned managers and engineers with a
good deal of formal lean training ignored a true TPS expert and
made many wrong decisions in setting up a machining cell. The
seduction of microwaving a lean coach through immersion in a
short training program is overwhelming for some managers. But
resist! It takes several experiences implementing a true lean value
stream as a team member and then as a leader over several years
(see the model line program in Chapter 19) for an individual to
begin to have a foundation to become a good lean coach. That
experience should be guided by an experienced lean coach with at
least 5 to 10 years of serious lean experience.