The 15 Most Common Mistakes in Lean Implementations eBook Ulises Pabon
Download As PDF : The 15 Most Common Mistakes in Lean Implementations eBook Ulises Pabon
Ever since James P. Womack and Daniel T. Jones coined the term Lean Manufacturing to describe the Toyota Production System in their seminal book The Machine That Changed the World (HarperCollins, 1991), managers around the world have been exploring its principles and applying its concepts. Since then, it’s safe to say that Lean implementations have produced billions of dollars in savings by optimizing processes and eliminating waste along the value chain. Although Lean sprouted from the production floor, Lean principles and methods have proven to be applicable to the service industry as well. While not as blatant as the Reengineering movement of the early ‘90s, the Lean movement has been capturing practitioners left and right, across all industries, delivering extraordinary results in the process.
However, amidst the numerous impressive case studies, a sea of false starts abound. Many managers we spoke with find themselves “drowning in a sea of half-understood tools and techniques.” Others, unaware of their narrow interpretation of Lean, boast successful implementations when they’ve actually barely scratched the surface.
Our research helps explain why so many companies experience frustration and dismay with such a powerful methodology. In this book, we’ve highlighted the 15 most common mistakes made during Lean implementations. Our hope is that an open discussion of these mistakes may accelerate the learning curve for many Lean practitioners and improve their odds of success.
Our thesis argues that at the root cause of most mistakes you will find an exploitation mindset; that is, an obsessive interest in obtaining the gains of a particular Lean tool without understanding its essence. The most important lesson learned by Lean champions and practitioners is that Lean is all about exploring, learning, and increasing an organization’s knowledge. Without new knowledge, improvement is impossible. Hence, an exploration mindset is required to fully capture the spirit and benefit of Lean.
Table of Content
1. Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . 6
2. The Research . . . . . . . . . . . . . . . . . . . . . . . . . . 8
3. The 15 Most Common Mistakes . . . . . . . . . . . . . 12
4. The Pitfall of an Exploitation Framework . . . . . . . 26
5. Appendix A Glossary of Terms . . . . . . . . . . . . . . 29
6. Bibliography . . . . . . . . . . . . . . . . . . . . . . . . . . 32
7. About the Author . . . . . . . . . . . . . . . . . . . . . . . 33
The 15 Most Common Mistakes in Lean Implementations eBook Ulises Pabon
Ulises provides business leaders with a thoughtful and comprehensive "anti-failure roadmap" while integrating both the social and the technical challenges of a well-designed Lean transformation.Product details
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Ulises provides business leaders with a thoughtful and comprehensive "anti-failure roadmap" while integrating both the social and the technical challenges of a well-designed Lean transformation.
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