Comments on: leanblog.org “10 Lean Things Not to Say”

By: David Bueford

David Bueford — Thu, 15 Sep 2011 02:59:05 +0000

I agree ALL organizations and individuals have guiding principles whether they know it or not. However some are authentic and others are regurgitation of writings from the last book read. Those type leaders are as authentic as a toy in a Cracker Jack box. True leaders teach guiding, principles, ethics and leadership through actions no words. You are correct.

By: Mark Rosenthal

Mark Rosenthal — Tue, 06 Sep 2011 17:49:28 +0000

ALL companies have “guiding principles” – values and beliefs that frame their decisions. Those things are generally tacit, and below the level of awareness.

I think if a company has to calculate their guiding principles and discuss them, then those principles are more of a wish than actually guiding anything. Cultural change does not happen with anything so vague.

By: David Bueford

David Bueford — Sun, 04 Sep 2011 05:09:57 +0000

Add “Guiding Principles” to the list. If something doesn’t make sense it’s probably not a good idea. Just saying “Guiding Principles” dictate it is a cop out.

By: Mikkel Smith

Mikkel Smith — Wed, 16 Feb 2011 11:52:33 +0000

Hi,

The following section just says everything about Lean – and one of the major challenges working with Lean:

“Why? Because you aren’t going to “lean anybody out” without their total, complete and enthusiastic cooperation. The reason is simple. Until they are doing it themselves, without prompting, without being pushed, without being boxed in by coercive approaches, it simply isn’t working. You can’t force people to be creative problem solvers. They have to like doing it.”

I can’t agree more! The critical skill that has to be handled by the top management is to give the organization some kind of job security. And if they can’t give such a guarantee – they should set the first team from the beginning!

I work as a consultant and I often see employees not being 100% committed to Lean – simply because they are afraid loosing their job!

By: The Only Way to Become Amazingly Great at Something :: learnsigma

The Only Way to Become Amazingly Great at Something :: learnsigma — Wed, 03 Mar 2010 08:59:30 +0000

[...] leanblog.org “10 Lean Things Not to Say” (theleanthinker.com) [...]

By: Mark Rosenthal

Mark Rosenthal — Mon, 18 Jan 2010 20:29:04 +0000

Reliable equipment is absolutely required for flow, and improving flow is what lean is about. In lean production, anything that disrupts flow or presents an obstacle to improving flow is a problem to be addressed. Equipment reliability is something that is specifically called out as a key component in any credible model of the Toyota Production System. So is quality, and above all of them is safety.

Anyone who implements “lean” while believing they can ignore their quality or equipment reliability (or quality, or variation, or safety) is not actually implementing lean manufacturing. They are just dabbling with some of the concepts while ignoring key problems.

By: MCP Consulttancy

MCP Consulttancy — Mon, 18 Jan 2010 03:41:24 +0000

We really like the Toyota example and we think also that in Lean Manufacturing is important reducing inefficiency and waste. However to achieve success in lean manufacturing requires reliable equipment, and this can only be achieved by addressing your maintenance.

By: Jamie Flinchbaugh

Jamie Flinchbaugh — Thu, 07 Jan 2010 10:32:02 +0000

I think this gets to why jargon really is a problem. It’s not the jargon. It’s that to people that we want to engage, jargon is a barrier to engaging. That’s an important reason to consider a change.

Got Boondoggle also writes about it here: http://gotboondoggle.blogspot.com/

By: Mark Graban

Mark Graban — Thu, 07 Jan 2010 04:16:06 +0000

Thanks for the extended, thoughtful comments. I’ve linked to your post in the comments so others can find what you have to say.

By: Jim Fernandez

Jim Fernandez — Wed, 06 Jan 2010 20:15:44 +0000

Thanks for the clarification on what Lean is not. It makes Sensei to me.