Some of the most spirited lean discussion is taking place on the Evolving Excellence blog, always a good read. The post I’m linking to discusses the effectiveness of lean assessments, such as the Shingo Prize. The controversy is over failed, bankrupt companies like Delphi winning so many Shingo’s. If management is so inept and/or the business model is so poor, how is that lean?
No easy answers on this. I’ve posted some of my thoughts as “Comments” underneath their posting. I enjoy the discussion and welcome people to comment and discuss things here on this blog, if you’re so inclined.
Other Good Posts:
Carnvial of Lean Leadership #2
Ohno, Shingo, and Bobby Knight
About LeanBlog.org: Mark Graban is a consultant, author, and speaker in the “lean healthcare” methodology, focused on improving quality and patient safety, improving access, reducing costs, and fully engaging healthcare professionals. He is also the Chief Improvement Officer for KaiNexus.
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{ 1 comment… read it below or add one }
It is easy: the Shingo Prize (and others like it) focus on the elimination of defects and improving processes. What they do not measure is client demand for the product being produced.
The graphics on pages 11 and 13 of Dr. Deming’s The New Economics demonstrate exactly what is happening to Delphi (and GM as well).
The reality is that these two companies (and many other “lean” companies as well) may headed to the same place as carburator, vacuum tube and cabled-crane manufactures: the dust bins of history.
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