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
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Mark Graban
Mark Graban is an internationally-recognized consultant, author, and professional speaker who has worked in healthcare, manufacturing, and startups. His latest book is Measures of Success: React Less, Lead Better, Improve More. He is author of the Shingo Award-winning books Lean Hospitals and Healthcare Kaizen, as well as The Executive Guide to Healthcare Kaizen. He also published the anthology Practicing Lean that benefits the Louise H. Batz Patient Safety Foundation, where Mark is a board member. Mark is also a Senior Advisor to the technology company KaiNexus.
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.