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Lean Misconceptions
It has been reported that about 70% of performance-improvement initiatives fail to achieve desired results. The primary causes are unrealistic expectations regarding effort and results and too much focus on short-term improvements instead of long-term capability building. Too many consultants and organizations stress the tools and the results they can achieve without considering the long-term implications. Success relies on focusing on both short-term gains and long-term culture change - That is, using the tools as the mechanism for change versus the objective of the change.
Lean Misconceptions: Why Many Lean Initiatives Fail and How You Can Avoid the Mistakes focuses on continuous improvement as well as the tools organizations can use to achieve long-term growth. Readers will gain new knowledge while also challenging their peers, seniors, subordinates, and their own thinking on Lean.
eBook
Lean misconceptions
Preface -- Misconceptions -- Why and how do companies start doing continuous improvement (ci) activities? -- Where should we focus -- A brief history of lean -- Dynamic organizations -- The principles within lean -- Making problems obvious -- Solving problems -- Share -- Show -- What next? -- Final thoughts -- Appendix -- Bibliography
Book
Sharing New Knowledge
The third principle of dynamic organizations is the concept of sharing knowledge gained from solving the problems that arise. I previously mentioned the \"learn once, apply many times\" principle. This principle is simple; why should everyone have to learn everything on his or her own? Why not let one individual or team learn the lesson and teach (share with) the rest of the organization? This sharing happens regardless of what you do; better then to coach and guide it to ensure that it is focused on improving the organization as opposed to learning how to hide problems, how to play the system.
Book Chapter
Solving Problems
Based on the last chapter, the premise is that we would now be in a position where we are identifying problems frequently and are in need of a method to solve them. Throughout this chapter are examples of various problem-solving tools, but more important are the principles that underlie these tools. Additionally, some basic concepts are provided that many would argue are common sense, yet in many cases, not common practice.
Book Chapter
Misconceptions
The focus on removing waste is fundamental within Lean, but it should not be the only objective when beginning on your journey. In fact, I would argue that focusing only on removing waste, like focusing only on the use of the tools and techniques, limits the benefits obtainable by switching to a Lean management system. Removing waste is essential, but it is only a catalyst for the true benefits your organization can achieve when it begins to operate with a true understanding of the value of Lean.
Book Chapter
Making Problems Obvious
It may seem obvious to make problems obvious, but history proves otherwise. Organizations and the people within them have been hiding problems probably as long as they have been in existence. There are many reasons for this: egos and overbearing bosses are a big part of it. Nobody wants to be seen or thought of as ineffective or in any way poor at his or her job. For some reason, people think that having a problem is a problem. They believe it demonstrates a lack of expertise, a lack of motivation, a lack of capability, or some other functional, character, or personality aspect that is missing. In my view, the only time when a problem demonstrates a character flaw is when it recurs, because we haven't solved it.
Book Chapter
The Principles within Lean
No book on Lean would be complete without some discussion about the various tools. OK, not exactly true, but my intention within this book is to demonstrate that, although I believe our current methods of implementing Lean in organizations across the world are flawed, they are not a million miles from where they should be. In fact, in many cases, the foundations have been laid well, but the design of use afterward is lacking-lacking the focus on learning and building knowledge, lacking the focus on thinking, or should I say, on higher-order thinking.
Book Chapter
Where Should We Focus?
I once worked in an electrical steel-pressing factory. We had around 35 presses that converted flat steel strips into stators and rotors for electrical motors. When I arrived, the company was in arrears with most of its customers. We were getting further and further behind with these orders each week. The problem we had was that the production planner had been on a training course learning the tools and techniques of Lean. He now seemed to understand that we should only make what the customer wanted each week, but he didn't seem to understand that there were underlying capabilities required to enable us to reduce our batch sizes to weekly demands from customers.
Book Chapter