It’s almost a cliche’ in LinkedIn Groups and Lean message boards (like LEI’s), where people (in a well intended way) ask questions about wanting to find a factory to visit to learn about Lean. Usually, the request is for a factory EXACTLY like theirs, and it goes something like:
“I’d like to visit a factory that makes jelly and other jams, primarily grape, in a non-union facility located in the northeast (with over 1000 employees) that is run by a left-handed plant manager with a Harvard MBA… no peanut butter plants or assembly lines.”
Over time, it seems normal that people expand what might called their “circle of learning.”
Early in a Lean journey, people typically want to just copy somebody else. This seems very natural (or at least common) and it seems faster or more efficient to do it that way. But, it doesn’t really work. There is, however, an argument to be made (from the jazz world -”imitate, integrate, innovate”) for learning to copy before learning how to implement and create methods of your own in a more sophisticated way. We learn by copying and THEN can move on to more creative improvement. Also see this article for an interesting take on the need to start by copying: “People Need To Learn To Be Less Creative,” which includes this passage:
We are fundamentally an imitating species. Most innovators spend their formative years producing derivative work: Bob Dylan’s first album contained 11 cover songs, comedian Richard Pryor began his career doing imitations of Bill Cosby, Hunter S. Thompson retyped The Great Gatsby just to get a feel for writing a great novel, and most of Freud’s theories were riffs on Greek literature and Shakespeare. We copy to acquire knowledge that becomes the foundation for variations and extensions that appear to outsiders as thinking outside the box. As Isaac Newton said, we stand on the shoulders of giants (itself, a rephrase of a saying by 12th century French philosopher Bernard de Chartres).
You can’t make variations on a theme without understanding that theme, and having the theme your are riffing on well-accepted already.
First copy… then create. Interesting. But are people focusing their sites too narrowly on who to emulate and learn from?
Early in a Lean journey, people tend to focus on how they’re different (see this post) – either as a way of somehow proving why Lean “won’t work here” or meaning “we can’t learn Lean from them.”
Over time, that grape jelly plant manager might be willing to visit and learn from a nearby facility that makes aircraft parts… or a Toyota plant. And, maybe eventually a hospital. It’s fascinating to visit factories with healthcare professionals and I’m hoping to have a chance later this year to visit ThedaCare with some manufacturing leaders. Maybe a gutsy factory manager will attend the Lean Healthcare Transformation Summit to June to learn about Lean leadership and quality. If that’s going to be you, please contact me! Healthcare people can attend a Lean Startup event to learn about customer focus and PDSA. There’s so much to learn when we can get out of our comfort zone.
Lean is at it’s most powerful when it’s about more than setting up a kanban system for car parts or doing TPM on a grape jelly cooker… Lean lessons are most transferrable when it’s about Lean leadership concepts. I think any plant manager would have a lot to learn from John Toussaint, MD (since he learned from manufacturing leaders).
Other than the term “white coat leadership (referring to doctors), doesn’t this table of good leadership behaviors apply to any setting?
I *love* seeing Lean in new and unexpected settings. It’s made me a better Lean thinker (although that’s a never-ending quest). What steps can you take to expand your circle of learning? What’s the most unexpected place you’ve learned Lean lessons to take back to your own setting?
About LeanBlog.org: Mark Graban is a consultant, author, and speaker in the “lean healthcare” methodology. Mark is author of the Shingo Award-winning books Lean Hospitals and Healthcare Kaizen, as well as the new Executive Guide to Healthcare Kaizen. Mark is also the Chief Improvement Officer for the technology company KaiNexus.