In the end, the team on the “watch list” implemented a number of great improvement ideas and transformed the target process from the perspective of flow, visual and capacity management, standard work and leader standard work. Frankly, I think they surprised themselves! They definitely progressed in lean understanding, kaizen, change management and confidence…all necessary things if you’re trying to create and sustain a lean culture.

After the report out, the team leader likened me to a dentist, “We hate [the experience] until the tooth is fixed and then it’s not so bad.” Not something I wish to put on my tombstone, but I’ll take it. I consider myself typically a “Cho-san style” facilitator.  Bob Emiliani, in his book Better Thinking, Better Results, differentiates between two basic facilitation styles. One being the “suzumura style,” ostensibly named after a zealous disciple of Taiichi Ohno, Kiko Suzumura and meaning “scary style.” Suzumura style is characterized by “strict, demanding, short-tempered, insulting and demeaning” behavior.  Cho style, after Fujio Cho, now Chairman of Toyota Motor Company, while still demanding, incorporates and even temper, respect, humility benevolence, and humor.  Of course, depending upon the predominant culture, resistance to change and size of the performance gaps, sometimes one style is more appropriate than the other.

So, what’s your experience with facilitation styles? What have you found to be the most effective?

Other relevant posts: Stretch, Don’t Break – 5 ways to grow your people, The Human Side of the Kaizen Event – 11 Questions for Lean Leaders

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