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.

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Mark Graban
Mark Graban is an internationally-recognized consultant, author, and professional speaker, and podcaster with experience in healthcare, manufacturing, and startups. Mark's new book is The Mistakes That Make Us: Cultivating a Culture of Learning and Innovation. He is also the author of Measures of Success: React Less, Lead Better, Improve More, the Shingo Award-winning books Lean Hospitals and Healthcare Kaizen, and the anthology Practicing Lean. Mark is also a Senior Advisor to the technology company KaiNexus.


  1. 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


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