lean manufacturing
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lean manufacturing
What is happening in lean manufacturing in the world
Curated by Michel Baudin
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Is there such a thing as managerial DNA? | LinkedIn

Is there such a thing as managerial DNA? | LinkedIn | lean manufacturing | Scoop.it

Scientific and technical terms are frequently used metaphorically in business, in ways that don't always make sense. Companies, nowadays, are commonly described as having certain practices, "in their DNA," and you hear discussions of "changing their DNA."As is known to anyone who has taken High School biology or watched a recent cop show on TV,  the one thing you can't change is your DNA. We each have our own version, formed at conception and replicated in every cell of our body.

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Guidelines for Fast Lean Transformation | M. Zinser & D. Ryeson | HBR Blog

Guidelines for Fast Lean Transformation | M. Zinser & D. Ryeson | HBR Blog | lean manufacturing | Scoop.it
One of the most common mistakes that companies make when embarking on a lean program is trying to do too much at once. These "boil-the-ocean" initiatives are long, costly and often end up stalling under the weight of their own...
Michel Baudin's insight:

Scoop It just brough my attention to this 2 1/2-year old article by BCG consultants Michael Zinser and David Ryeson. Their key point is that a successful Lean implementation must start with a small number of well-chosen, pilot projects, and I agree. 

 

I do, however, part company with them on two other issues. First, they only speak the language of money, relentlessly bringing up costs, savings,  payoffs, metrics and incentives. I understand that this language is familiar and attractive to top management.

 

The article only cites examples of improvements that have a direct economic impact, but there are many aspects of Lean for which the relationship is indirect. Scoring a goal in tonight's game has a direct impact on performance; building a championship team doesn't.

 

Which brings me to my second disagreement with the authors:  there is no consideration in their article of the need to develop the organization's technical and managerial skills. They are just assumed to be there. 

 

Lean is about developing a team that is able to compete at the highest level in your industry. If you already have such a team, you are probably not looking to implement Lean. If you don't have it, you can't start projects as if you did. Instead, you have to focus on projects that your team can do today and that will start it on its way. The biggest payoff and the practically possible do not always match. 


This perspective is missing in their guidelines. 

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Anne-Laure Delpech's curator insight, August 10, 2013 2:57 PM

and read Michel Baudin's insight too.