LEAN 2.0: FASTER, BETTER, PERMANENT – part 1
NEWSFLASH: The Lean that we all grew up with came to us completely wrong. Messengers Jones and Womack not only mislabeled it, but misinterpreted it too. In their roles as observer-reporters, they described what they saw through the old management paradigm and pretty much interpreted and documented everything from that perspective. They did that really well and Lean Thinking became the “go-to manual” as a result. But it wasn’t the right thing, so they pretty much missed the engine of Toyota’s management system.
The result? 30+ years of misfires from nearly all corners of the earth, as leaders and consultants took what Jones and Womack observed and tried to implement it. And it wasn’t just their book that perpetuated the wrong thing – Shingijutsu, the consulting company documented in Lean Thinking, continued to train using kaizen blitzes that reinforced the use of tools and the fast cost-cutting results.
And as is usually the case in our innovative world, many iterations and derivatives sprang up, like Lean Six Sigma, Operational Excellence, and a host of other “programs.” In the absence of successful long term implementations, people naturally tried to fill the holes that were causing these poor results. But here’s the real issue:
None of these iterations is even on the same logical level as the shift that Lean represents.
It’s also why Lean wasn’t successful in those 30+ years – it was applied on the wrong logical level, which didn’t yield any change at the top. Old school management, where command and control in various intensities is the norm, uses an aberrant version of “lean as cost cutter,” Lean Six Sigma and Operational Excellence, at a lesser logical level than what Lean really represents. They use them at the skill and behavior levels, thinking they can deploy these activities to get results without changing their own thinking. So wrong model (Lean Thinking) plus wrong logical level equals wrong results, and in this case 30+ years of failure.
Enter Lean 2.0: Right model plus right logical level AND an implementation methodology created by actual doers, not observer-reporters. The right model means an accurate description of the thinking behind Toyota, and the engine they use to drive that thinking. In this case, Steve Spear and Mike Rother, two modeling experts, have skillfully documented both. And the right logical level? That would be the IDENTITY and BELIEF level. Lean 2.0 isn’t the tools at all – tools that require skills and aim to change behaviors. No, Lean 2.0 is the brain and the lever working in unison to insure . . . (to be cont’d in Part II)
At the Lean Expert Academy, we specialize in elegant Lean implementations that are highly effective, and best of all, are extremely easy because we focus on minimal learnable actions. If you want more information on implementing Lean in a smooth, Leadership driven way that focuses on getting the right culture in place quickly, be sure to check out my course here.
I am the founder of the Lean Expert Academy, previous partner in the Lean Leadership Institute with Jeff Liker (The Toyota Way) and Norm Bodek (Productivity Press Founder), and author of the soon to be released book, Lean 2.0: How to Dominate Your Industry Using Lea(R)n Thinking. I am also the CEO of a Lean consulting company where I train Lean consultants to implement the exact methodology and techniques that you will learn here.
I’ve been called “The Wolf” . . . because for many years, every time something went wrong at a client’s implementation, I got the call and not only fixed it, but got even more consulting work out of “the crisis.”
I’m on a quest to “bend the universe.” I believe it’s not okay for us to sit back and just let the Lean movement limp along, as it has over the past 30 years. It’s time for all of us to turn up the heat and turbocharge our efforts by making change happen better, so that everything that has the name management attached to it, is done with Lean thinking and Lean management.
And I know for a fact, after years of being deep in the trenches of making change happen (as opposed to the role of many “observer-reporters” who write about Lean) that implementing Lean is not that hard to do. It’s actually quite easy and my course shows you exactly how to achieve that outcome. If you doubt me, you owe it to yourself to check out my course.
My goal and mission is to produce as many excellent Lean thinking implementers as possible – to arm you with the ability to recreate what I and my team of consultants have been doing consistently for the past six years.