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8 Traps: Why Lean Implementations Struggle, Sputter, and Fail

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A look at traps that cause Lean Implementations to struggle and fail.

A look at traps that cause Lean Implementations to struggle and fail.

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    8 Traps: Why Lean Implementations Struggle, Sputter, and Fail 8 Traps: Why Lean Implementations Struggle, Sputter, and Fail Presentation Transcript

    • 8 TRAPS: Why LEAN implementations sputter, stall, and FAIL
    • Created by T Curtis 2010 om Blog: www.onimproving.blogspot.com Other presentations on www.slideshare.net Search Onimproving Email: ideamerchants@gmail.com
    • LEAN Implementation Lean implementation is more than teaching concepts and using tools. It is harder than it sounds and seems. Many enterprises and individuals have started the path only to sputter, stall, and ultimately fail. There are some major traps that drive this result. This deck highlights those traps so that understanding, planning, and mitigation may help managers to improve both their results and experience with LEAN. - T Curtis 2010 om
    • Traps to avoid in LEAN implementation Confusing simple concepts for easy execution Unrealistic expectations of time and resources required to implement Focus on short-term cost savings Insufficient tangible management support Implementation without maintenance plan Neglect of required culture and thinking change Lack of systematic planning and execution Underdeveloped understanding of need for change
    • Lean is conceptually simple. This often allows its pursuers to misunderstand that it is simple because of refinement not because it is easy to implement. That may also be true for certain aspects, but not all. We must recognize that simple does not equal easy. If we do not we will fail. Beware of this trap. It leads to most of the other traps. See simple correctly. Confusing simple concepts for easy execution
    • This is a trap that waits in all human planned activities. It is amplified in Lean. The amplification comes from the combination of the traps. Lean is not free, it if to be sustained. There are aspects of Lean that happen quickly and cheaply, but that is not true for everything. Under resourcing and expecting results too soon creates a situation where success cannot follow. Invest enough. Unrealistic expectations of time and resources required
    • It is tempting to try to harvest early. There will be some results and savings that will come early. The trap is to begin focusing on short term savings at the expense of the overall implementation. This focus erodes support below the management level, damages trust, and ultimately hampers what the implementation provides at full maturity. Enjoy the early fruit, but remember that harvest rarely comes right after planting. Wait for harvest. Focus on short-term cost savings
    • Support is more than a sign-off. Support is more than funding. Support is barrier clearing, focusing priorities, and participating. Many Lean implementations die from lack of nourishment (provide resources) or lack of sunlight (be there enough, but provide space for change)or harsh storms ( provide protection). A signature and a smile will rarely be enough. Figure out what support is needed and provide. Be supportive. Insufficient tangible management support
    • How we will sustain and maintain is many times an afterthought. Sometimes we only think of it after we have seen erosion from the gain we made. Decay is a slow and silent enemy. The destruction is not done with aggression or malice, but taken through the natural forces of entropy, time, forgetting and wear. Regardless of how slowly or silently it comes, it is real, painful, and preventable. The answers are to plan, implement the maintenance mechanism, and to audit and protect. If not, only failure can follow. Maintain. Implementation without maintenance plan
    • A Lean Culture and Lean Thinking are different from how most businesses are run. The thinking and culture change do not naturally happen, they require planning, training, retraining, and management. T not change is like planting good o seeds in bad ground. They may sprout, but rarely bear real fruit. This is part of the new operating system that must fully replace the existing. Left neglected, failure and regression will win out. Create. Neglect of required culture and thinking change
    • Lean Implementations must move forward in a systematic and planned way. T do otherwise weakens o the overall roll out. It is easy to grab isolated concepts and tools and get started--you may even see some results, but many of these concepts only work for long when supported by the structure of the operating system. The other issue that often arises is continuous changes in focus and method. Such changes hamper and ultimately smother Lean progress. Plan well. Lack of systematic planning and execution
    • Without a why, the will runs dry. There must be a developed understanding in the organization of the need for change. It must permeate the whole group. A few people are not enough--they will fatigue from having to face additional opposition and carrying extra weight. It is often taken as a given that everyone sees the way we do and recognizes the urgency and requirement. To assume is to likely doom. Educate constantly. Underdeveloped understanding of need for change
    • What Traps do you need to get out of?