Redesigning traditional management approaches: the advantages businesses experience with outsourced management services
In many companies, the benefits of Lean Management methods such as 5S, value stream analyses, and shop floor boards are well-known, yet often only sporadically employed or used as symbolic measures, leading to short-term improvements without lasting effects. At a turning point, Lean Management is reaching its limits where structures are entrenched and cultural prerequisites are lacking.
The implementation of Lean Management has proven challenging for many organisations due to internal resistance, operational blindness, or lack of experience. This is where external Lean Management, or temporary external leadership, is gaining importance. By bringing dynamism, clarity, and speed to stagnant structures, it offers a fresh perspective and the ability to overcome internal barriers.
After leaders were specifically trained, teams were actively involved, and measures were better tailored to the actual conditions, the company saw higher productivity, fewer sick days, and more engagement. The success of this approach is rooted in the interplay of methodological competence, social intelligence, and leadership experience that external leaders possess.
Filling expertise gaps, accelerating implementation, providing objective problem-solving and assessment, risk mitigation, and accountability and authority are key aspects that contribute to the effectiveness of external leadership in Lean Management. External leaders offer an unbiased perspective, identify root causes of inefficiencies, and challenge the status quo, thereby overcoming cultural or structural barriers to change.
In the automotive industry, an analysis of the cultural starting point allowed tensions to be recognised, leaders to be prepared, and communication to be built up specifically, resulting in a smooth transition and faster-than-expected delivery from new teams. Similarly, in an international medical technology company, the success of classic Lean measures was initially limited due to uncertainty about roles, lack of trust, and high emotional exhaustion among employees. However, the independence and experience of external leaders allowed them to address these issues effectively.
In summary, temporary external leadership in Lean Management acts as a catalyst for change, offering highly skilled, impartial, and action-oriented leadership that can break through internal resistance and accelerate transformation more effectively than relying solely on internal resources. This approach is especially effective where internal capability gaps exist, cultural resistance is strong, or rapid change is required. However, it is essential to plan for knowledge transfer and continuity to sustain improvements once the external leadership role concludes.
- The integration of technology in education-and-self-development sectors could benefit significantly from the strategies employed by Lean Management, as it could offer a structured approach to filling expertise gaps and accelerating the implementation of new methodologies.
- General news outlets could highlight a compelling case study on the utility of Lean Management in the technology industry, demonstrating how this approach, when combined with the dynamism and objectivity of external leadership, can promote efficiency, productivity, and innovation.
