Some Abnormal Conditions vs. Normal Conditions
|Abnormal Condition||Normal Condition|
|VP of Continuous Improvement||All executives engaged in kaizen|
|Learn Lean using games and simulations||Learn Lean by doing kaizen at the genba|
|Creating value stream maps in a conference room||Improve processes via genba kaizen|
|Bronze, silver, gold levels for Lean achievement||Kaizen forever|
|Lean Six Sigma (and belts)||Lean management (hands & brains, not belts)|
|Estimating change-over time||Measuring changeover time using stopwatch|
|Can be Lean without kaizen||No Lean without genba kaizen|
|Layoffs due to Lean||Job security due to Lean|
And Some Lean Oddities
- Leader standard work in the form of a daily to-do list is seen as acceptable (i.e. standard work without standard work combination sheets).
- Lean movement leaders never understood genba kaizen and therefore largely ignored it. Tsk-tsk.
- Lean tools, but not kaizen.
- One CEO thought Lean was simply process mapping and process re-engineering.
- Another CEO thought Lean was a nuance to six sigma.
- Yet another CEO thought Lean meant cutting thousands of jobs, consolidated manufacturing operations, and relying more on outsourcing.
- Executives think that Lean certifications mean people know what they are doing.
- Many leaders think “continuous improvement” equals higher stock price.