Lean Can Be Very Fragile, Especially With Executive Changes
Lean can be very fragile. History shows that Lean can fall apart even in an organization that is years into a "Lean journey" with strong CEO involvement.
How is this possible? If often happens when a new CEO is brought in from the outside. In the case of the manufacturing company, Wiremold, it happened when they were acquired by a French company, Legrand.
As an aside, the team that coined the term "Lean" almost used the term "fragile," as I blogged about here.
Back in 2007, Bob Emiliani joined me for Episode #30 of the podcast. As we revisit the podcast and the new transcript I had made, what are the lessons for manufacturers or hospitals?
What's the risk that's created when new leadership takes over?
