Here is the latest lean column from Jamie Flinchbaugh. You can read my Q&A with Jamie here, and he is also the author of the book “The Hitchhiker's Guide To Lean
Jamie makes the argument that the main benefits from pull come not from reductions in cycle time or inventory. Rather, the biggest gains from pull come from identifying problems to be solved as you operate the system over time.
This seems easier said than done in most company or factory cultures. Most people want to have zero problems or at least have the appearance of zero problems. It takes quite a bit of strong leadership to cultivate a culture where having problems is OK because you have a strong problem-solving process in place.
I'm sure there are far fewer factories with good problem solving processes in place than there are factories with kanban/pull systems. They might have the mechanics of pull down, but not the culture.
Please scroll down (or click) to post a comment. Connect with me on LinkedIn.
Let’s work together to build a culture of continuous improvement and psychological safety. If you're a leader looking to create lasting change—not just projects—I help organizations:
- Engage people at all levels in sustainable improvement
- Shift from fear of mistakes to learning from them
- Apply Lean thinking in practical, people-centered ways
Interested in coaching or a keynote talk? Let’s start a conversation.
