For the last 30 years, our eyes have told us this truth: There is a strong consensus of opinion among CEOs that if any of Lean is to be adopted, it is solely its tools. CEOs have expressed little interest in adopting Lean as a comprehensive system of management to replace Classical Management. This … [Read more...] about Lean is an Intangible Asset
Business as Experimental Science
Toyota’s management system is built on the true premise, concluded deductively, that problems are integrant to humanity. Because problems diminish human happiness and threaten survival – whether in life or in business – methods must be developed to do two things: solve problems and assure human … [Read more...] about Business as Experimental Science
Truth Has Consequences
A fundamental feature of Toyota’s management system (and its derivative, Lean management) is the search for the truth. Why? In order to make real improvement – versus merely the appearance of improvement – one must know what is actually happening. And herein lies a problem: People often do not want … [Read more...] about Truth Has Consequences
Selling Lean to Business Leaders
For many years, a large army of dedicated people have toiled to sell Lean management to the top leaders of businesses. Many different approaches have been tried, yet all have yielded virtually the same results. In most cases, we have been unsuccessful in selling top leaders the entire management … [Read more...] about Selling Lean to Business Leaders
The Outcome of Serious Research
“…the outcome of any serious research can only be to make two questions grow where one question grew before.” – Thorstein Veblen in “The Evolution of the Scientific Point of View,” University of California Chronicle, Vol. X, No. 4, October 1908, pp. 395-416Is Lean management research … [Read more...] about The Outcome of Serious Research
Why Do CEOs Hate Operations?
Prior to around 1980, the leaders of large corporations had a strong affection for manufacturing operations -- the part of the business that makes money for the company by producing the goods that people want and pay for. Operations was widely seen as a noble part of the company that employees were … [Read more...] about Why Do CEOs Hate Operations?
One Strategy, Two Paths
For many years, certain people have proclaimed that Lean is a corporate strategy. In support of that claim, a book titled The Lean Strategy: Using Lean to Create Competitive Advantage, Unleash Innovation, and Deliver Sustainable Growth was recently published (click here to read my book review). But … [Read more...] about One Strategy, Two Paths
Lean and the Burning Platform
Corporate financial distress -- the so-called "burning platform" -- has long been cited as the crisis necessary to propel a management team to adopt Lean management. Is it? In my book, Triumph of Classical Management Over Lean Management, I said: "Even Lean’s supposed savior, 'the burning platform' … [Read more...] about Lean and the Burning Platform
Lean Retrospective
After nearly 25 years of study, practice, and teaching Toyota's management system and Lean management, it is time for a quick look back.Over the years I have found that many people are confused by my work because I am neither a pure Lean promoter nor a pure Lean critic. My body of work spans … [Read more...] about Lean Retrospective