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Jeff Liker

Dan Jones: How can lean survive

By Jeff Liker, - Last updated: mardi, novembre 29, 2011 - Save & Share - Leave a comment

The best chance for lean to survive a change in top management is if it is seen to be delivering significant results, not just point improvements in key processes but bottom-line results for the organisation as a whole, which would be reversed if support for lean disappeared.

Top management may be instrumental in leading the lean actions that deliver these results, but they are often led by managers lower down the organisation fed up trying to manage broken processes. In this case support from top management is essential to use the freed up capacity or cash to reduce costs and grow sales without additional capital.

Achieving the superior results that come from redesigning end-to-end value streams rather than optimizing individual activities and from building the problem solving capabilities to manage a much more interdependent and integrated workflow requires a different form of leadership embodied in a lean management system.

Heroic, inspirational lean leaders are great for challenging old mental models about what is possible. However they, or often close colleagues, need to follow this up by establishing the right lean practices that drive the right lean behaviours that deliver the right results from lean. Once these are in place there is a good chance lean will survive changes at the top.

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