The impact of placing the right person in the right role is nothing short of transformative - both for them and the organization. It aligns with the aspirations of lean, which continually reminds us to promote respect for people as they are the cornerstone for success. If done correctly, it will breed success.

The impact of placing the right person in the right role is nothing short of transformative - both for them and the organization. It aligns with the aspirations of lean, which continually reminds us to promote respect for people as they are the cornerstone for success. If done correctly, it will breed success.

Alignment with Goals:

Align roles to support your ongoing production goals. This involves defining deliverables, expectations, and what constitutes good versus bad results for the organization, department or value stream. Ensure that targets are set properly so that global results are always prioritized over local ones. It's always good to apply a synchronous mindset when designing work-rules to ensure that functional areas understand "the goal" of the organization.

Lean for Job Placement:

Look at your needs from a lean mindset. Be willing to remove any waste that stands in people's way. There should be no grey area they have to contend with. Provide a clear understanding of who owns what, who defines the standards and what responsibility each role has in designing and maintaining your processes. This should be done for standard and abnormal operations - who is expected to provide support when issues occur and what is done to resume standard operations. Defined handoff processes for abnormal conditions are critical and should not be left to chance.

Right Person / Right Position - A Baseball Analogy:

We should recognize that different team members bring unique skill sets which allow them to excel at various positions. Understand that all engineers or managers are not alike - what do you need from each role to be successful? This is crucial. Too often we bring in many short-stops (either because we were a short stop or the boss likes short stops) and don't have enough pitchers to be successful. Some people are better at following standards, some at creating standards and some are better at problem solving. Some are very experienced and some are green. You should assemble your team much as a baseball coach - so that each person can contribute according to their skills. Ultimately they should be put in a situation where they can be successful. That is your most important job - to give your people a reasonable chance to be their best. 

Also like a good manager, you should anticipate scenarios and develop predefined reaction plans to ensure a standard and proactive approach to the challenges that will occur. Everyone needs to know what their role is if there are two outs, and the ball is hit to them. Anticipation of "What-If?" and coordination of responses will ensure success and promote winners.

Selecting the Right Coach:

Choosing the right leader to guide your team is a critical component. Leaders who can coach, teach problem-solving, and foster a learning organization environment create a foundation for continual success. This involves an emphasis on transparency, fact-driven decision-making, frequent feedback through Gemba walks, and tailored development plans according to the needs of their individual players.

Placing the right persons in the right roles is one of your most important jobs. By embracing lean thinking, streamlining responsibilities, and aligning with the principles of a learning organization, businesses can build teams that not only meet but exceed expectations. It's about creating an environment where individuals flourish, contributing their unique strengths in developing a culture of continuous improvement. After all, success is not just about the destination, but the journey.