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Lean training and programs are more popular than ever. Implementing lean strategies is all the rage, but has your CEO really seen the lean light? Use these 10 signs as a gauge to find out.
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10. He initiated a brand new lean department.
His thinking: Lean is something new. We don’t want to taint it with our quality or production departments. Quality has nothing to do with lean, and quality’s been around for such a long time that it’s kind of dull. Besides, the quality department has that ISO standard; they get to keep it going because our customers think we need to have it and demand that we do. Lean has kaizen. That’s not even part of the ISO thing. The production department doesn’t have time for lean. They have to focus on expediting orders and getting them out the door—especially that last week, every month. Lean and kaizen would interrupt this flow. I think I’ll set up the lean department’s office right next to the Six Sigma department; that’s dying out anyway.
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Comments
Industry Week reference
http://www.industryweek.com/articles/census_of_u-s-_manufacturers_--_le… is the correct link; I plan to cite it in my new book.
Deming
Mike,
Whatever happened to Deming !? Don't tell me you've abandoned the one guy who made sense before the Six Sigma Scam took over ?
Mr. Micklewright may be the
Mr. Micklewright may be the one who is slightly clueless. Today's quality manager must balance the short and the long term. It's nice to be a consultant and say this is what must be done but the reality is completely opposite. In today's leaned out organizations we don't have time for existing lean tools. We need new tools that allow us to see the impact of the short term on the long term and implement changes quickly. Large corporations have the luxury of time and boatloads of "black belts". Must of us in the sub tier world don't. Until the "guru's" "gemba" with hardware quality managers and not quality clerks they will be clueless.
Short Term vs. Long Term
Balance.....are you kidding? All companies I"ve worked for care only about the short term. Stock holders have replaced customer as King. Deming made the same points almost 30 years ago and Still no one get's it!
Whose clueless??
Mr. Micklewright, What
Mr. Micklewright,
What prevents you from taking a top management job, with responsibility for profit & losses? It must be frustraring knowing so much about transforming a company and not being able to lead the effort.
Your credentials are impressive and I think we would benefit greatly from reading about how you overcome the obstacles an organization presents. One cannot learn by telling others what to do and then observing the outcome from afar. Mental PDSA's have limited value when managing a living, complex organization.
I look forward reading about how your passion and commitment for continual improvement, materializes as an executive manager for a non-consulting organization.
Regards,
Fernando J. Grijalva
Surprise - I do work in the real world
Congratulations
Dear Mr. Micklewright:
Congratulations on your new position.
Regards,
Fernando J. Grijalva
The proof is in the pudding.
I've had the honor and privelage to sit in on one of Mike's outstanding workshops. Changed the way I see everything. Opened my eyes to a whole new world of effiency and idea's that I use at work and home. The points made here are tools that you can use to create an empire of such magnitude that even our economy won't collapse it. A living and breathing community within the work place where everyone does its part to insure the future of its own. Self reliance, preservation, sustainability is what the techniques teach. Mike Micklewright applies these, Deming applied these, Toyota applied these. The proof is in the pudding.
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