Why Lean Doesn't Seem to Succeed
Posted: Sun Dec 22, 2024 9:11 am
In some organizations, lean comes about because one or more enthusiasts take the initiative. A guiding coalition and a flywheel effect are created. But then a tipping point occurs. Confusion arises, everyone does things in a slightly different way. This is the moment for a uniform approach, language and instruments. The underlying subsystems must also move along. Lean cannot be fully implemented if the KPIs and the organizational structure are still department-driven instead of value (stream) driven. But as soon as that top-down control has worked, the bottom-up 'steps in again'. The organization can then switch to a more integral, holistic approach to lean, in which everyone's involvement and motivation are guaranteed.
If you want to implement lean successfully, you need a long breath. First of all, you have to realize that it is a long process. And in every phase there are failure factors.
People stop because results are not delivered quickly enough, because there is insufficient support in the organization, or because the need seems to have disappeared and most improvements seem to have been realized. Van Assen emphasizes that with lean implementations, Covey's ' law of the harvest ' applies. There are no fast routes to lasting long-term success.
You can only reap the rewards if you prepare well, work hard and focus, and resist the temptation to do things easier or quick and dirty . Cheating may work in the short term, but it usually does not produce effective long-term results.”
Lean is a paradox
Lean is about tight control, which enables you to achieve the highest efficiency through standard procedures. And about continuously challenging and questioning that routine, and providing space to experiment and improve those procedures. Exploration and exploitation, at the same time. That sometimes feels a bit contradictory, but it is canada whatsapp number precisely that contradiction that made Toyota so successful. Van Assen calls this 'the ambidextrous organization', creating an organization with two right hands. Think of:
Sticking to standard operating procedure vs. adapting it through experiments
Clear hierarchy vs. freedom to have a dissenting opinion
Top-down control vs. local autonomy
What is expected of a lean leader? 9 tips
We have concluded that introducing lean is not that easy. For that we need strong leaders. What is expected of these lean leaders?
Create a shared vision. Lean calls this 'True North', or the why, the dot on the horizon. You probably won't reach it in the end, but such a vision is motivating and guiding for all improvement
Be customer-oriented and focus on customer value
Have an open dialogue with your stakeholders, communicate Consistently, Openly, Clearly and Honestly (CODE) and thus realize involvement and commitment
Go to the workplace. In Japanese this is called Gemba walks . Observe the operational issues, check the facts and behavior yourself
Adhere closely to standard operating procedures
But also keep improving them continuously.
If you want to implement lean successfully, you need a long breath. First of all, you have to realize that it is a long process. And in every phase there are failure factors.
People stop because results are not delivered quickly enough, because there is insufficient support in the organization, or because the need seems to have disappeared and most improvements seem to have been realized. Van Assen emphasizes that with lean implementations, Covey's ' law of the harvest ' applies. There are no fast routes to lasting long-term success.
You can only reap the rewards if you prepare well, work hard and focus, and resist the temptation to do things easier or quick and dirty . Cheating may work in the short term, but it usually does not produce effective long-term results.”
Lean is a paradox
Lean is about tight control, which enables you to achieve the highest efficiency through standard procedures. And about continuously challenging and questioning that routine, and providing space to experiment and improve those procedures. Exploration and exploitation, at the same time. That sometimes feels a bit contradictory, but it is canada whatsapp number precisely that contradiction that made Toyota so successful. Van Assen calls this 'the ambidextrous organization', creating an organization with two right hands. Think of:
Sticking to standard operating procedure vs. adapting it through experiments
Clear hierarchy vs. freedom to have a dissenting opinion
Top-down control vs. local autonomy
What is expected of a lean leader? 9 tips
We have concluded that introducing lean is not that easy. For that we need strong leaders. What is expected of these lean leaders?
Create a shared vision. Lean calls this 'True North', or the why, the dot on the horizon. You probably won't reach it in the end, but such a vision is motivating and guiding for all improvement
Be customer-oriented and focus on customer value
Have an open dialogue with your stakeholders, communicate Consistently, Openly, Clearly and Honestly (CODE) and thus realize involvement and commitment
Go to the workplace. In Japanese this is called Gemba walks . Observe the operational issues, check the facts and behavior yourself
Adhere closely to standard operating procedures
But also keep improving them continuously.