Preventing Lean Failures — New Blog

Click Here for the Blog: Reason #1: Lack of Top Down Management Support

Click Here for the Blog: Reason #2: Lack of Communication

I have been working with Larry Rubrich, from WCM Associates, and author of the recent book “How to Prevent Lean Implementation Failures”.

With his permission, I have created a blog for people to share their “Lean Failures” stories and to discuss them online. We’re experimenting with the blog format to see how this works out. For now, “Reason #1” is listed on the blog. I will add more details for the other 9 Reasons over the next few weeks and will announce it here.

Please check out my main blog page at www.leanblog.org

Post continues after ad...
Post continues after ad...

The RSS feed content you are reading is copyrighted by the author, Mark Graban.

, , , on the author’s copyright.

Please post a comment and join the discussion. Subscribe to get notified about posts daily or weekly.

Mark Graban's passion is creating a better, safer, more cost effective healthcare system for patients and better workplaces for all. Mark is a consultant, author, and speaker in the "Lean healthcare" methodology. He is author of the Shingo Award-winning books Lean Hospitals and Healthcare Kaizen, as well as The Executive Guide to Healthcare Kaizen. His most recent project is an book titled Practicing Lean that benefits the Louise H. Batz Patient Safety Foundation, where Mark is a board member. Mark is also the VP of Improvement & Innovation Services for the technology company KaiNexus.

You might also like More from author

1 Comment

  1. Jim Baran says

    As an owner of an executive search firm dedicated to placing lean leadership talent, I can sum-up the three primary reasons successful lean leaders look outside their current company’s for opportunity:

    1. Lack of committment from the top or top leadership has changed and the lean initiative isn’t understood by the new guard.

    2. Lack of resources to support and sustain lean results.

    3. Career path limitation. Far too many talented lean folks find themselves branded as “specialists” and are left off the replacement succession planning. Ironically, the lean person should be the most logical candidate to move througout the organization based on their wide-angle exposure, strategy, and influencing skillls…

    Jim Baran
    Value Stream Leadership
    http://www.valuestreamleaders.com

Leave A Reply

Your email address will not be published.