create change
You can’t Chat GPT what we do
May 3, 2023
Thumps up from maintenance and operations
5 easy steps of Manufacturing Basic Care to improve operations
May 10, 2023
create change
You can’t Chat GPT what we do
May 3, 2023
Thumps up from maintenance and operations
5 easy steps of Manufacturing Basic Care to improve operations
May 10, 2023
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Lean won’t work for us because….

cutting of 't from can't

One of the problems we have as a Lean provider is to explain to potential customers how they will benefit from a Lean program. This normally involves explaining WHAT Lean is and WHY it would be beneficial. We like to share stories of success where a Lean program enabled a client to double production within a few months, identified huge costs reductions, or realised massive quality improvements. It all starts with Standard Work, Waste Elimination, and Daily Management systems.

After listening to this, there are generally two types of reactions: “That sounds great, tell me more”, or “That sounds great, but Lean won’t work for us because…”

  • We are different, we produce unique, premium products that cannot be standardised.
  • We tried Lean, but we are really too small. Lean only works in large corporate organisations.
  • We are too busy to implement a Lean program.
  • Our people are very talented but naturally disorganized, so Lean won’t work for us.

Naturally, Lean, or more precisely –The Toyota Production System– had been developed in auto manufacturing and so the most straightforward translation of the Lean principles is in the manufacturing of large-scale individual units. However, Lean has since been applied very effectively and successfully in a range of other settings. In healthcare, Lean has significantly reduced waiting times whilst reducing costs. In the construction industry lean has improved efficiencies to complete projects on time and within budget. Banking and insurance companies have managed to reduce their costs and improve their customer service at the same time.

Can you share a story of a successful Lean program in an unlikely setting?

About the author: Liddy Bakker is a Director of Productivity People