Path dependence means that what happened in the past is likely to persist in the future because of resistance to change. The sources of resistance to change usually boils down to doing what is best for an organization or its leaders, and could be financial, to assure continuity with past decisions, … [Read more...] about Lean’s Tragic Path Dependence
The Lean Global Healthcare Initiative recently came out with a white paper titled "5 Guiding Principles to Transform Healthcare." Its purpose is to accelerate the 10 years that it takes to "reshape management systems and leadership behaviors" given the "pressing issues facing the industry today: … [Read more...] about Critique of “5 GUIDING PRINCIPLES TO TRANSFORM HEALTHCARE”
A common scenario goes like this: Salaried professionals somehow become aware of Lean management. They learn more about it and soon begin to see it as a much better way to lead and manage an organization. Seeing this great opportunity, they become strong advocates for Lean within their organization. … [Read more...] about How Lean Induces Debilitating Cognitive Dissonance
This page summarizes the research that I have been engaged in since 2007 to unravel the most important question that we have all had for many years: Why do leaders resist or reject Lean management? Read the three books in the order shown, staring with The Triumph of Classical Management (US$40 … [Read more...] about The Enemy of Lean is Classical Management
One of the foundations of Lean management is to think -- to be a Lean thinker. That means more than thinking only about Lean and how great Lean is. It means thinking about evolving and adapting to changing times based on needs. It means changing Lean and building upon Lean if the need exists, … [Read more...] about What Comes After Lean?
People who have deep knowledge of TPS (or Lean) typically claim they are not experts due to the vastness of problems and possible solutions. There is a solid rationale for this view. But the reality is they are experts compared to others who have far less knowledge and experience. I would rather … [Read more...] about In Praise of Experts
Poor Frederick Winslow Taylor. Almost everyone hates him these days. Yet, just about everyone loves Taiichi Ohno. Why? What Taylor started -- the application of the scientific method to management (Scientific Management), the field of industrial engineering, and ensuring non-zero-sum outcomes for … [Read more...] about Love for Ohno, Hate for Taylor?
You are most likely aware of the tragic Boeing 737 Max crashes that killed 346 people and the protracted grounding of the fleet to correct various defects before safely returning to passenger service. One of the most interesting facts about the investigation is Boeing's decades-old design assumption … [Read more...] about Boeing 737 Max and Lean Transformation
I sometimes wonder how my large body of work on Lean leadership, Lean management, Classical management, and Lean applied to higher education would have been received by the Lean community if it was written by any one of these people: Specifically, how influential my work might have been -- not … [Read more...] about A Consistent Message