Why not Lean Manufacturing

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Lean works. Slim is correct. Lean is good. Lean shows always find their value through continuous, incremental benefits for companies the courage to face the challenge to deeply rooted problems in themselves, with their status quo and to correct historical patterns. So why not help each lean company that they implemented?

The truth is that lean does not work for some companies, because the company (work, that is) does not work for them. AndLean, therefore fails.

Recently, my eye caught something that I've seen for some years. E 'was nice to see, but only because Misery Loves Company and in relation to lean, it is news is rather unfortunate. Last summer, try an annual survey of companies implementing lean has shown that middle management resistance, the biggest obstacle they have faced.

I think that is an obvious sense of naivete to think my side, which would be middle management resistancethen go away, but that would be the assumption that it is not a general ignorance and lack of mentality Kazien (improvement mentality exhibited continuous improvement) by most managers. Managers do things because they think they know what is best. 'It's always worked, so why try to change it. "

There is consolation in training and quick to learn that the force is usually the manager of the knee. Lean requires a major cultural change that breaks the boundaries of the municipalityPossibility of things. Also requires a high degree of participation by each individual within an organization. This is particularly true for the CEO (or senior staff level in full) and the lowest-ranking members of society. Manager East are the glue that holds together these groups of people.

I could go on forever on this issue and describe how this all ties in the theory of constraints and the objective Departementalisierung vs cellularization, etc., but I want someSentences.

Frameworks have their hands tied. Too often are tied to their parameters and traditional ways of thinking. As a result, production managers and supervisors of production for their employees, and print jobs at 100% capacity just because of current production and availability is always at eye level with the goals of traditional business. This provides only on production, poor management of stocks, traders wrong, and end with a full strength of LeanThinking. In the end, because too many executives, the means of production and Lean Six Sigma, because all the ships, ship, ship this product to a run .... .... ship, ship, boat. It is not a certain irony that all these practices, the director of the nature and source of their need to have a mentality, are always in a hurry.

An open message to all managers: Exploring Lean, register for seminars or conferences, trying to earn the salary that you receive for your work. Ignorance is bliss, right? WRONG. InManufacture, ignorance is a sin. It represents the absolute failure of cognitive acceptance and ultimately, harmful to the success of your organization and growth. It's time for you to call to stop a passing fashion, or lean on Lean tools such as keywords, because you're too lazy, your ideas about themselves, improve the people above and below better and, above all, improve your business.

Lean works. Slim is correct. Lean is good.