In 1982 Glenn Ballard authored a paper titled Crew Level Planning, foreshadowing the development of weekly work planning and the Last Planner System of Production Control. The focus of the paper is on creating the conditions that make planning at the crew level possible, recognizing that such planning was critical to project productivity.

While in 1982 the term “lean” had yet to be coined, Crew Level Planning also evokes the spirit of the Respect for People principle and the importance of front line work as championed by people that include Taiichi Ohno, Peter Drucker and Tom Peters. Peters’ recent book, The Excellence Dividend, includes his latest words on the issue.

We begin with crew level planning being the initial focus for most building project lean transformations, because there is a stunning level of mis-coordination between disciplines in both the design and construction stages of the project. Crew level planning addresses this issue head-on, and results in efficiencies gained through far greater reliability of work assignments being completed as anticipated. This greater reliability also yields a healthier and more enjoyable work culture for the project team.

When it comes to enterprise lean transformation a similar approach is applicable. Front line crews need to be engaged in the initial lean efforts. This includes the adoption of a lean planning and execution process, whether project or operations based, regular coordination meetings and daily huddles. Front line managers are the people that need to lead the transformation effort.

Beginning the lean transformation is the easy part. A manager, at the front line or more senior, mandates the change. That manager is excited about some prospect – hopefully the idea that the enterprise can be an even better place to work, but maybe just the idea that work can be done more efficiently – and issues the edict. People comply, or at least go through the motions.

Building energy behind the the lean transformation is much harder. To do so the manager has to first be convinced that the work serves a purpose to which they are connected – it’s important, both their personal development, and to the development of their crew and enterprise. Second, the manager needs to help the crew see that they are connected to the purpose of the work. When lean transformations backslide and people stop caring about daily operational excellence, it is usually because they do not see the relevance of the enterprise’s purpose to their own core identity as a person.

Three pieces need to be addressed. First, what is each crew member’s core identity – that is, what unique qualities do they have to contribute to society through their work with the team? Second, what shared identity can the crew construct that taps the strengths of each member to create a stronger unit? Third, what purpose does the work of the crew serve? The three pieces need to be aligned, and when they are and when the crew reflects on that alignment daily, they develop a deep pool of energy for executing and improving the work.

This creates three concerns for a manager. First, most people do not understand their core identities. It’s important to take them through exercises that help them recognize them. Second, a manager needs to help the crew construct a shared identity that suitably addresses the purpose of the crew’s work. Third, that purpose needs to be clear, and one that contributes to something beyond the narrow interests of the crew, enterprise leadership, or investors.

This development of the connection between identity and purpose at the crew level is important work, and should not be skipped if the transformation effort is to be sustained and operational excellence a daily habit.