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.
