Lean Transformation Guidance: Why Organizations Fail to Achieve and Sustain Excellence Through Lean Improvement

International Journal of Lean Thinking Volume 4, Issue 1 (June 2013)

10 Pages Posted: 21 Feb 2017 Last revised: 29 Nov 2018

Date Written: 2013

Abstract

Many companies are complaining that lean didn’t achieve their long-term goals, and the improvement impact was very short-lived. 7 out of each 10 lean projects fail as companies try to use lean like a toolkit, copying and pasting the techniques without trying to adapt the employee’s culture, manage the improvement process, sustain the results, and develop their leaders. When the Toyota production system was created, the main goal was to remove wastes from the shop floor using some lean techniques and tools. What was not clear is that this required from Toyota a long process of leadership development, and a high commitment to training and coaching their employee. A Failure to achieve and sustain the improvement is a problem of both management and leadership as well as the improper understanding of the human behavior, and the required culture to success.

Keywords: Lean Manufacturing, Lean Management, Leadership Development, Organizational Behavior, Continuous Improvement

Suggested Citation

Soliman, Mohammed, Lean Transformation Guidance: Why Organizations Fail to Achieve and Sustain Excellence Through Lean Improvement (2013). International Journal of Lean Thinking Volume 4, Issue 1 (June 2013), Available at SSRN: https://ssrn.com/abstract=2920245

Mohammed Soliman (Contact Author)

The American University in Cairo ( email )

Cairo
Egypt

HOME PAGE: http://www.personal-lean.org

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