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Lean Misconceptions: Why Many Lean Initiatives Fail and How You Can Avoid the Mistakes

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Lean Misconceptions: Why Many Lean Initiatives Fail and How You Can Avoid the Mistakes

Cordell Hensley, "Lean Misconceptions: Why Many Lean Initiatives Fail and How You Can Avoid the Mistakes"
English | ISBN: 113821745X | 2017 | 176 pages | PDF | 4 MB

It has been reported that about 70% of initiatives fail to achieve desired results. The cause is an unrealistic expectation regarding effort and results and a focus on short-term improvements over long-term capability building. Too many consultants and organisations focus on the tools and the results they can achieve without considering the long-term implications. Success relies on focusing both short-term gains and long-term culture change - using the tools as the mechanism for change versus the objective of the change. Section 1 is about continuous improvement - why companies do it, the various methods and where they came from, and why they are all too focused on production performance versus organizational capability. Section 2 is about the tools and how they support the underlying principles necessary to achieve long-term capability change/building. The final section is a summary of what readers should do with the new knowledge gained from reading the book - not a checklist or a recipe for success but a call to action to challenge their thinking on Lean, on performance/continuous improvement and to challenge each other, their peers, seniors, subordinates to focus on what matters.

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Tags: Misconceptions, Initiatives, Mistakes


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