Categories : Lean Certification

 
In an organization that is implementing a system the stumbling block to success is not necessarily the employees but it is often the . I decided to write this article to reflect how lean certification training transforms management thinking and their approach to implementing lean principles.
Transformation in any business starts by changing the organizational thinking, which translates into action and results. Unfortunately, most management teams are disjointed therefore they are stuck into a state a decision paralysis because of the fear of the unknown. Lean transformation requires a little hootspa from the decision makers. If they falter for one moment, they will transfer that sense of uncertainty to the rest of the organization and the lean transformation process will be doomed to failure.
Companies that have successfully implemented a lean transformation structure to become a world class organization experienced the same phenomenon as every other business. The difference is that they managed their thinking process and acceptedthat they do not know everything and there are times when they need to “just go for it.” Here is a excerpt from a great article I found in Forbes, about “Radical Management” written by Steve Denning

Lean Certification Training Transforms Management Thinking!

Lean Certification Training Transforms Management Thinking

Lean Certification Training Transforms Management Thinking

In the early 1980s, many U.S. industry and saw that a renewed emphasis on quality was necessary for doing business in an ever-expanding and more competitive world market. This was particularly striking in the auto industry, where firms like Toyota [TM] were producing higher quality cars at lower cost.
One response was the move towards lean manufacturing which reflected an effort to emulate the accomplishments of Toyota. But many of the implementations of Lean manufuacturing were travesties of what Toyota had pioneered: they took the cost cutting aspects of Lean but eliminated the respect for people which Toyota saw as crucial. Jeffery Liker wrote in 2003: “What percent of companies outside of Toyota and their close knit group of suppliers get an A or even a B+ on Lean? I cannot say precisely but it is far less than 1%”: The Toyota Way p.10.
In terms of Bernie Maloney’s analysis, the firms opted to view the world as complicated, rather than complex. They pursued mechanical outputs and financial returns, rather than improved human outcomes–delighted customers. They adopted mechanistic solutions that were far less than optimal and in essence didn’t solve the problem. View original article
I have seen this problem play out over the 28 years that I have been involved in the Continuous process Improvement field. When I talk to the management team and they tell me that they have been a lean company for 5 years or more, I think to myself “here we go again!” I can forgive managment team that do not know about lean principles. However, I cannot forgive a management that knows about lean but refuses to do anything with it. It is important for everyone to get educated and convert their knowledge into action. This is why lean certification training transforms management thinking! Click here to learn more…
Featured image by: jscreationzs

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