A Great Time for Lean Thinking
In the 1990s most senior managers in North America, Europe and Japan were obsessed with finding new business models, led by all of the dotcom and telecom commotion. They hoped these would make it unnecessary to do the heavy lifting needed to take out waste and create value in mature firms. (My rule is that most of us will try anything easy that doesn’t work before we will try anything hard that does work, and my sum-up on the bubble economy is very simple: easy answers that didn’t work.)
Other managers – Dennis Kozlowski at Tyco is the best example but there were dozens more — were on frantic acquisition sprees, made possible by their rocketing stock prices. But they had little interest in the hard work required to fix the businesses they were buying.
Meanwhile in countries newly emerging from state planning, managers were focused on privatization with the belief that once companies were privatized they would automatically improve their operating performance.
Finally, in other countries like India, China and Korea, managers were hoping to hold on to trade and investment barriers or traditional conglomerate structures that would fend off competition and the need to improve the fundamental performance of their businesses.
In short, the ebullient 1990s were actually a terrible time for lean thinking, and I’m impressed with how much we actually accomplished. But the collapse of Asian conglomerates, the bursting of the tech bubble, the failure of naïve privatization, and the march of India and China into the WTO, have shattered the illusion that businesses get better through anything but hard work. And that’s when lean thinking comes in. We have the state-of-the-art formula for listening to the customer to hear about value and then taking out waste with pull and flow while aiming for perfection in every value stream flowing to the customer.
Now that we’ve turned the corner on the recession – taking off some of the pressure for immediate headcount reductions – I hope you will realize what a great time this is for lean thinking. More important, I hope you will set aggressive goals for your lean transformation and seize the initiative.
Join the Conversation and Stop the Rework
In the spring of 1997, as I was starting the nonprofit Lean Enterprise Institute, I visited a company that I hoped would be a founding sponsor. I explained to the senior leadership that a lean enterprise was far more than a brilliant production organization, as had they assumed. It was also a brilliant product development organization including a brilliant production process design team.
The Gift of Yokoten
In this article originally published in Planet Lean, after a visit to Goshen, Indiana, Jim Womack shared thoughts on the gift of lean thinking and the obligation that individuals learning this way of thinking feel about sharing what they've learned with others.
The Escalator of Issues
A daily management system with daily performance metrics gives caregivers the sense that managers are really paying attention, that problems really are being addressed, and that over time this will mean stability and a lower level of stress for all staff, says Jim Womack.
- Learing to See the Whole Value Stream: The Power of Value-Stream Mapping
- Sustaining Lean Goals by Taking a (Gemba) Walk
- Forward to Fundamentals
- Managing to Learn: Part 1 - How Lean Leaders Create Productive Problem-Solvers
- The Power of Purpose, Process, and People
- Lean Management & the Role of Lean Leadership
- Lean Solutions