Comments on: LEI Survey on Lean Challenges http://www.leanblog.org/2006/10/lei-survey-on-lean-challenges/ Mark Graban's leanblog.org - Lean Healthcare, Lean Thinking, Lean Manufacturing, Toyota Production System Thu, 09 Feb 2012 22:59:58 +0000 hourly 1 http://wordpress.org/?v=3.3.1 By: SysteMental Advisor http://www.leanblog.org/2006/10/lei-survey-on-lean-challenges/#comment-1076 SysteMental Advisor Mon, 02 Oct 2006 16:51:00 +0000 http://leanblog.bigbigdesign.net/2006/10/lei-survey-on-lean-challenges/#comment-1076 Middle managers often look to front line managers to determine how they will support an initiative. Those on the front lines know that each day they will be held accountable for what goes out the door, both numbers and quality. They are suspicious of new programs that are supposed to help. Leasn implementors should look for key opportunities to use lean methods to solve problems that result in pain and frustration for people on the front lines. When middle managers begin to hear front line people speaking well of the lean effort, resistance will begin to break down. Middle managers often look to front line managers to determine how they will support an initiative. Those on the front lines know that each day they will be held accountable for what goes out the door, both numbers and quality. They are suspicious of new programs that are supposed to help. Leasn implementors should look for key opportunities to use lean methods to solve problems that result in pain and frustration for people on the front lines. When middle managers begin to hear front line people speaking well of the lean effort, resistance will begin to break down.

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]]> By: Kev http://www.leanblog.org/2006/10/lei-survey-on-lean-challenges/#comment-1075 Kev Mon, 02 Oct 2006 09:14:00 +0000 http://leanblog.bigbigdesign.net/2006/10/lei-survey-on-lean-challenges/#comment-1075 I agree, middle management resistance is not a root cause problem. How can you expect someone to implement lean and deliver to the old measures.<br/><br/>One thing I would like to see is reference to an actual timetable. Everyone responding will be comparing their progress to either a written timetable or more likely an (unrealistic?) expectation in their heads.<br/><br/>Norman Bodek made some excellent remarks in his podcast regarding Toyota taking up to 5 years. <br/><br/>On Art's site he also infers that Toyota sometimes struggles to implement TPS (go see his shingo presentation v.good) and think of the advantage they have over most others.<br/><br/>We in the Lean community should be much more realistic in our expectations and timeframes. I agree, middle management resistance is not a root cause problem. How can you expect someone to implement lean and deliver to the old measures.

One thing I would like to see is reference to an actual timetable. Everyone responding will be comparing their progress to either a written timetable or more likely an (unrealistic?) expectation in their heads.

Norman Bodek made some excellent remarks in his podcast regarding Toyota taking up to 5 years.

On Art’s site he also infers that Toyota sometimes struggles to implement TPS (go see his shingo presentation v.good) and think of the advantage they have over most others.

We in the Lean community should be much more realistic in our expectations and timeframes.

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