Stay focused on results. Have all the required information ready and on hand when presenting your case for lean manufacturing. You can find an enormous amount of data on the internet, bookstores, magazines, and from other companies who have successfully integrated the various philosophies.

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What is lean manufacturing?

Use lean metrics, proven results, statistics, success stories, and bottom line performance improvement measures to quantify your case.

  Adapt your presentation to suit the need. Everyone learns in a different manner: some people love numbers and statistics, while others absorb information through anecdotal stories. Others like both ways of learning. Whatever you do, be sensitive to your audience and adapt your presentation to suit.

I once watched a machine tool salesman make his presentation to one of my co-workers. The salesman did all of the talking and even when he asked a question, he gave the answer! Not once did he attempt to find out what was needed, he just kept talking and showing more pictures and charts.

Needless to say, we bought nothing at all. In reality, he had some items we probably would have purchased, or at least tested. But he was so full of himself that he missed out entirely.

It is fairly common for anyone who specializes in something to forget that others might not be on the same level of communication. Terminology can be tossed around as if anyone would know what was being discussed, but this is rarely the case. How could anyone know highly specialized terms unless they have been repeatedly exposed to them? 

  Be patient. Some people are always quick to jump onto new ideas, while others are more careful and thoughtful. Adapt your presentation to meet both these needs. It is usually the slow to respond who will be the ones to stick around the longest. They also tend to ask the best questions and come up with the most insightful solutions.

Do not try to force your ideas, give people time and space. Give them good information, accurate data and allow them to mull it over and consult with their advisors. Patience, not pressure, is your best ally in creating a buy-in. After all, lean manufacturing is all about pull, not push.

  Use tools that truly work. One of the most effective things you can do to create a buy-in is to let people actually participate in lean training. Allow the major players to come to a one day training session on Lean Methodology. This can often result in significant buy-in.

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Once these key players see the benefits first hand they will become enthusiastic. If you can manage it, get them to participate in Enterprise Value Stream Mapping. Anyone taking part in Value Stream Mapping will quickly see the waste and it's impact on operations.

  They will also see the possible solutions and realize the value 5S, Kaizen, Value Stream Mapping and Six Sigma. Now, when they ask, “ What is lean manufacturing going to do for us?” they will answer their own question.