Lean can be summarily defined as “The pursuit of perfection (value) through the relentless elimination of waste.” Understanding what this actually looks like in the real world is an entirely different matter.
The 8 wastes (technically 7) and the tools to continually strive to eliminate them are well documented. Why is it then that companies still find themselves struggling to implement lean thinking into their culture?
Any lean initiative requires mutual trust and respect between members of the team, the leadership, and stakeholders. Many companies follow traditional management methods that are contrary to the servant-leadership style required to foster an environment that provides:
- Time to Learn – at all levels
- Permission to Think
- Authority to Execute
- Permission to Fail
- Time to Reflect
- Time to Share (Lesson Learned / Successes Earned)
To continually improve is to recognize that successes and failures are synonymous with learning. Understanding what works and how it can be improved is equally as important as what doesn’t.
Some leaders and managers claim they do not have the resources that are available to larger corporations. I would argue that this is simply an excuse for failing to engage their employees in the process. In essence, they simply don’t perceive their employees as partners in the improvement process or trust that their employees are capable of making a difference.
All the tools in the world won’t save your business if the very people who are expected to use them can’t be trusted to do so. A servant-leader can teach them “why” and show them “how”. When done correctly, a short time will pass and the “student” employee will tell them why and show them how – only better.
Until Next Time – STAY lean
Related Articles and Resources
- The 8 Deadly Wastes – https://www.processexcellencenetwork.com/business-transformation/articles/the-8-deadly-lean-wastes-downtime
- What is lean? – https://www.lean.org/WhatsLean/