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by David R. Brousell, MA Editorial Staff   | Abstract: | Broad visions of what lean manufacturing can do for manufacturers are fine, but don't underestimate the value of small wins. |
There are few topics in the industry today that get as much attention as lean manufacturing. Mention the words in a meeting of manufacturing people, at a conference, or even in a magazine article, and engagement immediately ensues. People like to talk about what they are doing with lean — their successes, their frustrations, their hopes for the discipline. One reason there is such passion about the lean manufacturing concept is that it is looked upon, rightly or wrongly, as an essential strategy for survival and success in today's market. Lean means not only efficiency and continuous improvement to many people, but also, on an emotional level, that better ways of doing things can be found. That sense produces a feeling of forward motion, which, in turn, makes people feel good. The rush that people experience from pursuing lean in their organizations, however, often gives way to frustration over time. As this magazine has chronicled, after the initial rah-rah phase of lean has passed, many manufacturers struggle to sustain lean thinking and practices. Why? Pick your reason: Top management attention shifts, education about lean trails off, cultural problems persist, lean champions move on — the list is long and complicated. [Click to continue] |