Why Lean FAILS…
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- Опубліковано 23 бер 2024
- In this episode, Ryan Tierney unveils the hidden key to lean success: Focusing on People Development. He shares enlightening experiences and practical advice on:
- How ignoring people development causes lean initiatives to fail
- The critical mistake of seeing lean as merely physical changes
- How to build a thriving people development system
- Learning the true essence of lean from Yellotools
- Starting every day with a purpose-driven morning meeting
- Encouraging employees to pursue their dreams and start new ventures
- Implementing three simple steps to cultivate a lean culture focused on people
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Absolutely amazing!
Ryan, thank you for sharing your practical ideas on Lean
My pleasure!
Great session!! Everyone should start with being humble, accept that you are doing it wrong and THAT YOU CAN IMPROVE EVERYTHING!!
Amazing Pablo, thankyou for watching :)
Hi Ryan. This has got to be the best podcast you have ever done. Thank you, it is so fundamentally inspiring. Lean is the Grow people process. 1) Morning meeting 2) Improvement time 3) Learn from others. Awesome. my other take away "We don't do work! we make changes / experiments first each day, and then spend the rest of the day learning if theses experiments worked" Simply beautiful. Thank you 🙏😎🎉
Wow, thank you so much Granger, great takeaways :)
Great episode, thank you for doing this podcast 🙏
Glad you enjoyed it!
Another masterpiece!!!👌
Another great session.
Thanks for listening
Epic! Ought to be required watching by any one a lean journey!
Thankyou for watching
Amazing
Interesting interview. Thank you UA-cam algorithm.
I was lookin into Lean a few years back. My takeaway was that Lean = Common sense in a shroud of buzzwords. The lean principles was already 100% integrated in my way of thinking without ever studying the concepts. It surprised me that there was a market for lean consultants and even educations available.
My conclusion was that something had gone wrong in the education system and management theories over the years, that had led people astray and caused inefficient structuring of organisations. Lean getting widely adopted is just a return to common sense thinking.
Curious to hear your thoughts if you given thought about this subject.
Lean is basically TPS, "Toyota Production System", and you're right it has become "common sense in a shroud of buzzwords", because people are trying to sell it to western businesses and western businesses lean heavily torward a "brain in a jar on the way in" office based culture, social class hierarchy and frankly BS. So it has to be full of boardroom buzzwords in order for it to be taken seriously. It has to subtly manipulate top down views and opinions on how things should be done, for example white collar staff trying to implement clean desk policies in a naturally chaotic engineering environment, lean would replace that "clean desk policy" with 5s (another buzzword), taking a common sense approach to have a tidy work area, instead of hiding everything away to look pretty.
Lets say you're job is refurbishing engines, you've got cylinder head bolts, used bolts on the left, new bolts on the right, and then some tie wearing tosspot on a "clean desk" mission takes all your (and your colleagues) used and new cylinder head bolts and shoves them all into one draw under your benches, they have NO idea that these things cannot be reused, so the next day you spend hours sorting them out, you miss quotas and you take all the flak for it, whilst the idiot responsible sits in his air conditioned office denying all knowledge.
Lean would in that case put marked boxes or marked out areas for each bolt type, not for the benefit of the person doing the job (because they know what they're doing), but to keep the office staff happy and stop them trying to mess with it.
True lean would seek to break down the social class system within western business, where unqualified low IQ people in offices, dictate how highly qualified and experienced people should be doing their jobs, but this will never happen and as such western business will NEVER be able to achieve the levels of efficiency that the Japanese do, i think the last time I looked the UK manufacturing was on average 30% less efficient than the rest of the world and we typically have 3 office staff for every person who actually "adds value" in the manufacturing process.
Did you do any kind of lean training of the organisation before embarking on your lean journey? Example training on value of pull system, kanban, identifying and elimination waste, 5S, visual management and work place organisation etc.
We learned everything from reading books, UA-cam & visiting other companies and bringing back some things that would work for us.
Did you have any lean trainers or champions within your organization to help train your employees or did you do all your training in morning meetings? I was hoping to understand the steps you took to implement your lean journey… over several years. I understand you started with one small area at a time and went slow vs a major training event for the entire organization.
Hi, what is called ''jucatan''? sharing ideas... Thanks.
Yokoten kai 横展 開 translate to something like horizontal deployment in English
My biggest problem with Lean and no one talks about this is when you have language barriers as individual constant improvement is down to the employee understanding and it is near on impossible when you have 4 different languages spoken on a shop floor.
I suggest you read the book “improvement starts with I” by Tom Hughes. Amazing book, a lot of insight ,but also mentions how he dealt with different languages on the shop floor.
How would an all hands morning meeting work with companies with a few thousand employees with offices in different time zones?
With a leadership team of problem solvers that ALL align with the same vision for the company :)
The morning meeting, if not kept "real" it turns into management only standing in a mostly empty Obeya room, for 4 hours of buzzword showboating and fancy pie charts, which yields nothing of any use or purpose.
The Japanese, specifically Toyota (the home of lean), get it right because whilst they do have a strict hierarchy, they don't exclude input from people based purely on those voices not being part of management, they DO NOT tolerate showboating, buzzwords, etc and consider extroverted tendencies to be a sign of low intellectual value, "the empty vessel makes the most noise".
The reason, the root cause of lean failure western businesses, is essentially because western culture mistakes extroversion for intelligence.