My full-time job since 1999 has been as a professor of Lean management at a university, where I teach both graduate and undergraduate courses. My areas of specialization are: Lean leadership, Lean management, management history, management decision failure analysis, and supply chain management. One of the job functions of professors is to share (and critique) knowledge that has been produced by other academics (and practitioners), as well as share one’s own research — their problem-solving work. And so we continuously educate ourselves and other people through the discover and distribution of knowledge, and we so so with an egalitarian spirit and with wholesome intentions.
Our purpose as teachers and as researchers, is, at the highest level, to help people — not just students, but any consumer of information. We teach people things, as best we can, under the various limitations we face, that they will hopefully find useful in their life and in their work. And we try to do this in the most accurate way possible, which includes examining minute details to help assure our understanding of facts (the truth), which we convey to others. Good professors share facts when teaching in the university, not opinions.
I am often asked, “Why do you write so much.” In large part, it is because it the job of professors to think, problem-solve, and explore the boundaries of knowledge in their respective fields. We conduct research, generate new knowledge, and share new knowledge, principally by writing academic research papers and books. Professors also share information by other means such as engaging the public outside of the university. This includes, public speaking, interviews, webinars, blogs, and so on — and in these settings, professors share both facts and opinions.
A professor engaged in teaching and researching Lean, especially one who has hands-on experience with Lean in both industry and academia, and who trains executives in Lean leadership, is rare among the vast numbers of Lean consultants, trainers, writers, and speakers. Because of my unique background, and the job of professor that requires one to think, I examine things in detail and then write about them. Long ago, I discovered that there can be a great distaste in some quarters of the Lean community for closely examining the details. Simply put, they do not like someone to challenge Lean movement leaders or what has become “settled” Lean knowledge or practice. This is an odd way for Lean thinkers to think. This is an odd way for skilled problem-solvers to react to the work of other problem-solvers. The presumption of competence quickly and effortlessly awarded to others must be endlessly, but never quite, earned by those who do not conform to the standards and canons of Lean culture.
Because my problem-solving (research) work looks at things that others prefer not to look at or wish to be left alone, I have been confronted by people, whom you surely know, with bizarre claims. For example, one person said to me (paraphrasing), “Why do you think you are the only one who understand Lean?” That is such an odd thing to say coming from someone who, like myself, knows full well that it is impossible to know Lean — we’re never done learning. Day 1 of kaizen training makes that completely apparent. My extensive writing reflects a great interest (a.k.a. “curiosity”) in wanting to know more about Lean, not satisfaction that I know or understand Lean. I thought that was obvious, but apparently not. And, remarkably, some of the noisiest advocates of “Respect for People” in public put on a much different face in private, one of disrespect in the forms of disparagement, bullying, intimidation, passive-aggressiveness, and ad hominem attacks. For example: “You are a nothing, a nobody… You are worthless.”
Hansei is an important part of the practice of TPS and Lean. It means to reflect on one’s errors and commit to making improvements. To that end, here are ten areas for all members of the Lean community, and particularly its leaders, to reflect on:
- Embrace greater diversity of thought and inclusion
- Accept diverse roles and interests (vs. those who merely “toe the line”)
- Practice “Respect for People” in private as well as in public
- Abandon complaining about what executives should or should not do (as this is not problem-solving)
- Become more interested in why people struggle with Lean and how Lean transformation processes fail (this is problem-solving)
- Do not glorify improvements that have no business or human impact
- Stop relying on fads (“flavor of the month” tools) to fuel interest in Lean (and instead focus on items, 5, 9, and 10)
- Stop promoting Toyota mindset and methods as the only measure of worth of improvement ideas or practices
- Understand the long historical arc of progressive management and the details of why it has failed to displace conventional management
- Teach people interested in Lean all three things that they need to know: How to succeed, the barriers they will encounter, and the common failure modes (vs. just one: how to succeed)
Overall, the opportunity for improvement in the advancement of Lean is intellectual honesty — “an applied method of problem solving, characterized by an unbiased, honest attitude, which can be demonstrated in a number of different ways: One’s personal faith does not interfere with the pursuit of truth; relevant facts and information are not purposefully omitted even when such things may contradict one’s hypothesis; facts are presented in an unbiased manner, and not twisted to give misleading impressions or to support one view over another; references, or earlier work, are acknowledged where possible, and plagiarism is avoided… Intentionally committed fallacies in debates and reasoning are called ‘intellectual dishonesty’.” In other words, the avoidance of deception.
Via LinkedIn Messaging, someone asked:
“I wonder what you mean with point 8: Stop promoting Toyota mindset and methods as the only measure of worth of improvement ideas or practices. Could you elaborate a bit on that? I think I am with you on the method part but I am not so sure about the mindset part.”
My answer was:
“The meaning is as follows: If it comes from Toyota, it’s good. If it does not come from Toyota, it’s no good — but maybe becomes good after Toyota says it is good. Another way to look at this is an unreasonable or excessive veneration of Toyota, which limits people’s ability to recognize good work, useful work, external to Toyota. Said yet another way, veneration for Toyota generates cognitive biases that exclude new and useful information — whether in mindset or methods.”
I would like to add that veneration of Toyota in mindset and methods, without a good understanding of the mindset and how the mindset leads to and informs the methods, is largely useless.
I definitely agree, obviously Toyota has made some of the biggest strides in CI and manufacturing, but that doesn’t mean other companies can’t invent their own way of doing things. At one point, what Toyota was doing was never done before, so what is stopping another company from coming up with a new groundbreaking inventory system?
Toyota’s practices also might not work for your company, I think it is important for people to understand that.
Unfortunately, there is plenty to stop others from doing what Toyota does. See The Triumph of Classical Management Over Lean Management.
Bob – I really enjoyed this read from beginning to end. As a Supply Chain student at URI, I have been exposed to Lean thinking and the Lean mindset ever since the core classes began. I never thought I would be as intrigued as I really am, and I actually have convinced myself to try to become part of the local Lean community once I graduate in May. A read like this is important for aspiring students like myself because it teaches us that you are much more than a professor to your students, you are a researcher as well. You may teach your own findings or others findings but your words are giving us students the opportunity for improvement in the advancement of Lean, and that is through intellectual honesty.
“relevant facts and information are not purposefully omitted even when such things may contradict one’s hypothesis; facts are presented in an unbiased manner, and not twisted to give misleading impressions or to support one view over another”
This was the most powerful statement that I came across in the article and I will make sure to enforce this in my own research, and pursuit to be a player in the Lean community one day soon.
Thanks again!
Thanks Ryan, I’m glad you liked the post. Let me know if a small group of supply chain students wants to get together to talk about Lean sometime. I live nearby.
Hi Bob – I found the part about professors sharing more facts instead of opinions very interesting. Being a Supply Chain student at URI, it is difficult to formulate our own decisions and work through case studies that are presented in class when a professor is focused on the “right” answer that they have in their mind. Sure, I am open to guidance and other points of view but it is useful to work through these problems without fear of getting a different answer from the professor.
I also like the idea you presented about challenging the old ideas within lean and everyday life. Of course, a degree of respect must be present along with an intent to listen and understand what their point of view is but without new ideas, how can society grow?
Thanks for the interesting article.
You’re welcome!
Hi Bob – In listing your 10 areas for all members of the Lean community, number ten really resonated with me; you state “Teach people interested in Lean all three things that they need to know: How to succeed, the barriers they will encounter, and the common failure modes (vs. just one: how to succeed).” My organization has rolled-out Lean methodologies a few years ago and did not gain much momentum. I have been fortunate through my academic career to be exposed to Lean and how it can systematically improve the operations of an organization. The feedback I have heard is it is “just another thing that needs to get done”, in your research have you come across those who are obstinate to adopting Lean? If so, do you have any suggestions to obtaining “buy-in”?
Thank you.
Hi Jessica – CEOs avoid Lean for the manifold reasons described in my book, The Triumph of Classical Management over Lean Management. Shop floor associates avoid lean for the six good reasons described in “Eliminating the Six Criticisms of Lean.” So-called professionals, situated between executives and shop floor associates, tend to buy-in more easily. But Lean management does not take hold in organizations where neither the executives or the shop floor associates have buy-in. The methods typically used to introduce Lean management to people almost always generates resistance. I recommend a different method (see “How to Introduce Lean to People“) and identify 13 errors to avoid.
“That is such an odd thing to say coming from someone who, like myself, knows full well that it is impossible to know Lean — we’re never done learning.” It is truly inspiring to see that you, even as a professor, have the idea embedded in your head that it is impossible to “know” lean, that we are never done learning. I guess I’ve just never really had that opinion on the idea of lean. But it’s so accurate and true. There is always room for improvement, always the next best move to make.
You appear to bring a lot to the table in your classes. Seeing how you have a true passion for helping others understand the ways of lean is what makes students like us want to learn. My lean professor is something of the same. He has so much to offer from his personal work experience that when it comes time for class it’s rare for him to not be teaching and talking for the entire time. He just has so much information to share with us! Thank you so much for this enlightening read.
Hi Ryan – Thanks. Kaizen, as taught to me by Shingijutsu, makes one quickly realize that much of what one knows is irrelevant and that learning and improvement are endless. I have always tried to bring that passion to my teaching, and I am certain it has resulted in more impactful and memorable student learning. Check out these two blog posts: “Visual Controls to Improve Student Learning” and “Handmade Visual Controls.”
From what I know about Lean so far I agree that we are never done learning. There is no set way of thinking, and their are so many ideas and opinions involved, that there will always be something different for each type of company. From reflecting on the ten areas, I realize that lean, in most cases, has everything to do with people. Taking their input, understanding their roles and thoughts, and also teaching them a new way of thinking.
Hi Colleen – People are the wellspring of ideas and know-how for making improvements. For them to do that, they must be allowed to think.
Excellent article, Bob.
I’ve seen far too many lean professionals forget about the importance of humility and continual learning. We’re all students of lean and, although some are further along than others, nobody has all the answers. When we do not take the time to reflect and understand that our actions may be contributing to the problems we face, we are failing to learn and missing a big part of what lean is all about.
I remember seeing Dr. Deming writing notes throughout his seminar when people made comments or asked questions. He was in his 90s, and I thought to myself that, if he figured he still had things to learn, I had no excuse to stop.
Thanks Gregg. I too am a note-taker when I’m teaching class or doing executive training. The questions are so valuable for better understanding the customer and correcting or improving my teaching materials. I’ve also developed the habit long ago to make changes immediately (same or next day) rather than waiting a week or a month. In fact, this morning I made several changes to the slides I discussed in class last night.
Hi Bob, thank you for an interesting read. I enjoyed reading your list of ten areas for anyone involved in lean to reflect on. Number 5 stuck out to me because of the importance in problem solving. Not all lean transformation processes are successful initially. This is why it’s called, “continuous improvement.” It is extremely important for everyone to understand that you can never understand all lean processes because it is a constantly evolving idea. Everyone struggles with lean because each application of the idea is different. I also enjoyed that you encourage people in the lean community to think outside of Toyotas lean processes because there is way more to lean than just the way Toyota does it.
Hi Travis – You’re welcome.
This was a great article for me to read. The ability to recognize no one knows everything about lean. It is about learning every day and then applying what you learn through successes and failures to grow. This is great for someone like yourself to acknowledge the never ending cycle of continuous improvement.
This article was very well written and helpful. I encourage everyone to read this, regardless if they are an aspiring or current lean management professional. Leadership is so important to the growth of one’s personal, professional, and even academic self. I think of the key aspects from this is the importance of perspectives. I believe there is something to learn from every situation, and every outcome. Although someone may view a scenario as a success or failure, it is important to learn from it. The best way to maximize learning potential is to learn about everyone’s perspective directly or indirectly involved. Diversity of thought is something that is a lot easier said then done, but working towards small goals is the best way to do it. Especially when running a process improvement project, people will be hesitant to change. I think the key to overcoming this hesitance is to face it directly. Learn about the root cause of why certain people are resistant. If you give people a channel to express their views and ideas, it will much likely lead to a project everyone can get on board with, and something everyone involved can grow from.