Two out of three lean programs fail to achieve their initial objectives. My latest research asked 432 practitioners from 83 factories in two multinational corporations what they see as critical factors for succeeding with lean implementation. The research summarized five critical success factors for implementing lean programs that managers must get right. Is your organization on track?
Is your organization struggling to implement lean or any similar process improvement program? This post presents the 10 best Dilbert cartoons on lean management.* Scott Adams’ brilliant and popular cartoons provide a reality check for any change agent involved in process improvement. Next time, ask yourself: What would Dilbert do?
#10 Develop a long-term corporate lean program
Restarting a new improvement program every quarter or year? The only ones wagging their tails are the consultants. Instead, develop a lasting corporate lean program—and stick with it for a long time.
It is Winter Olympics in Sochi. The world’s best winter sport athletes use world-class winter sport equipment to fight for honor and gold. Just like the athletes use exercise regimens to become stronger and quicker, equipment manufacturers can deploy lean production programs to better their production. This post highlights a gold standard lean production system developed by a leading sports equipment manufacturer.
A book review of This is lean!
‘If lean is everything that is good, and everything good is lean, what is then the alternative?’ Niklas Modig and Pär Åhlström ask this timely question in their book This is lean. The authors go on to suggest what lean is, and what it is not. But, at Amazon.com there are more than 7000 books on lean, why should you read this one?
I have just returned from an excellent visit to Saudi Arabia, researching the implementation of ‘lean production‘ in a successful multinational company that produces the world’s highest quality of paints and paint systems. Going there, I heard that Saudi Arabia would be totally different than anything I’ve visited before. It was, and it was not. This post is about how foreign companies contribute to Saudi’s wealth and development, and slowly improves women’s rights through cultural exchange and mutual understanding. These companies and their expats colour the ‘country of black and white’.
What do the quality gurus of the 80s think when they read the modern literature on lean & co? Have we moved beyond their original ideas? Or do we just say the same things using fancy, new words? While preparing a paper for the TQM Journal, I recently re-discovered the wisdom of the 80s. And what a wisdom! This is far too important knowledge to discard as blasts from the past; the ideas of Juran, Taguchi, Garvin, Crosby, Shingo, Deming, Feigenbaum and Ishikawa remain fundamental for competitiveness. In this post, I briefly explain the key contributions of each of the top-eight quality gurus. Kudos to the gurus!
My mother just got her new car. After driving a problematic Renault for many years, she decided to go for a Toyota Yaris. That’s an excellent choice for her needs. Despite Toyota’s recent recalls, it continues to deliver the best quality at the best price. The choice of the Toyota also gives me a good opportunity to eventually write about an essential core of my research: The Toyota Production System—the mother of all XPSs.
This post is an excerpt of my newly published paper “Managing strategic improvement programs: the XPS program management framework”, published in the peer-reviewed and open-access Journal of Project, Program and Portfolio Management (Vol. 3, No. 1). The complete paper is available for download at my publications pages.
The last 3 years we have seen a renewed explosion in the industrial interest on lean. Ignited by the two waves of economic downturns since 2008 and fueled by consultancy and lean missionaries, literally every business are now going lean. The shared aim is reducing costs and improving customer service by “working smarter not harder”. Today we have “lean services”, “lean construction”, “lean in the office”, “lean healthcare”, “lean ship-building”, “lean logistics, “lean management” and lean this and that… As lean disseminates from its origin in the automobile industry to services and the public sector, I see the word “lean” growing far beyond its roots and often even intentions. For me the term is losing it’s mojo.
XPS stands for “Company-specific Production System” , and describes a corporate-wide system that aims to improve and maintain a competitive operations system. Many multinational companies have implemented an XPS today: Examples are the Bosch Production System, Boeing Production System, Audi Production System, Lego Production System, John Deere Quality and Production System, Alcoa Business System, REC Production System, Electrolux Manufacturing System, and so on and so on…
Example of a typical XPS: the Electrolux Manufacturing System