Comments on: “Lean Won’t Work Here… We’re Different”

By: Standardized Working Toward Zero Infections and Getting There — Lean Blog

Standardized Working Toward Zero Infections and Getting There — Lean Blog — Thu, 28 Jul 2011 12:36:27 +0000

[...] clearly learned from the approach, but realized how they were different (and not letting “we’re different” be an excuse): Efforts to reduce the incidence of CA-BSI in adult patients have been [...]

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By: A Defense of Lean and of Lean at Starbucks — Lean Blog

A Defense of Lean and of Lean at Starbucks — Lean Blog — Thu, 28 Jul 2011 12:31:17 +0000

[...] Robots…. turning us into a factory…. this sounds A LOT like what we always hear in healthcare. That’s not the case when Lean is successful in hospitals and it shouldn’t be the case at Starbucks either. We’re not trying to turn anyone into a factory – Lean isn’t all about moving assembly lines and “andon cords.” Everyone likes to say “we’re different,” as I recently wrote about here. [...]

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By: Mark Graban

Mark Graban — Sun, 24 Apr 2011 13:33:44 +0000

Suwandi – Yes, of course you can quote and cite me. Thanks.

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By: Suwandi

Suwandi — Sun, 24 Apr 2011 13:31:11 +0000

Mark, i find this article very insightful. I follow your thoughts in twitter and RSS. I would like to quote this part: “We’re different, machining engine blocks is different than snapping together cars.” When I worked at a GM engine plant, this was a rationale used to explain away why that Lean stuff (we couldn’t call it “lean” – effort to keep the UAW happy) couldn’t work, in our internal newsletter (in Indonesia). I will also put your credit in the article. If you mind, please let me know. Thanks, Mark.

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By: Richard Chapman

Richard Chapman — Tue, 21 Dec 2010 22:57:51 +0000

You haven’t mentioned – “We’re different, we’re the government, we don’t make money, we just provide services to people and provide advice to the political leadership. They don’t really want efficiency (though they say they do) they just want nobody rocking the boat.”

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By: How different is… DIFFERENT! How different is Lean in your organization comparing to other organizations? | elseinc.com

Mon, 20 Dec 2010 14:04:40 +0000

[...] System could work at NUMMI in California and TMMK in Georgetown Kentucky.” (please go to http://www.leanblog.org/2009/07/lean-wont-work-here-were-different/#ixzz18eUEbmDs and read the whole article and the [...]

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By: Tom Robinson

Tom Robinson — Tue, 23 Mar 2010 14:35:02 +0000

Twenty years ago (!!) the first of seven groups of Boeing executives spent two weeks visiting Japanese Deming Prize winners, including three days with Toyota. In the first couple of days, many kept saying “Airplanes are different.” And indeed they didn’t visit any airplane makers in Japan. But then one of them suggested that they were there to learn about world-class manufacturing, not to call out differences. And these executives agreed to pay a $20 fine for each time one of them said “Airplanes are different.” At the end of the trip those fines had raised over $300 for United Way, and those executives had learned a lot about world-class manufacturing.
.-= Tom Robinson´s last blog ..5 Necessary Actions for Organizational Change =-.

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By: Anonymous

Anonymous — Thu, 16 Jul 2009 20:51:01 +0000

"What you talkin' bout, Graban?"
Bad Diff'rent Strokes reference but an excellent blog entry.

I today just met with some scientists and they kept going back to how different their process is…just sent this on to them. THANKS PDCA

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By: Kay McIntyre

Kay McIntyre — Wed, 15 Jul 2009 16:10:28 +0000

I am employed in a self-op University Food Service Dept and we have been involved in Lean for a little over a year. We have already seen many areas of improvement. We have reduced waste & food costs and by involving our hourly staff have improved overall job satisfaction. They now feel their input is valued and it is! We were all skeptical when we first began to implement Lean but we're believers now!

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By: franz Schneider of Humantech

franz Schneider of Humantech — Wed, 15 Jul 2009 12:48:17 +0000

Every site manager I have ever met wanted me to understand how unique their company’s products were and how special and demanding its process was. But despite their entreaties, I shared with them that it wasn’t there uniqueness that was a problem, but rather it was there ordinariness. There was nothing special about being bogged down In the minutiae of LEAN while missing the big picture.

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