Agreed. I guess I over-generalized! I too, on more than several occasions, have delayed a lean launch either company-wide or at a given location due to leadership deficiencies and/or impending downsizing actions.

For example, one automotive supplier needed desperately to pare down costs. It was a life or death situation. We knew that the right thing to do was to design and deploy a value stream-based organization and, at the same time, reduce head count. We did not associate the reorganization specifically with lean. We used a very inclusive and participative approach (with much more that just the senior execs), to design the new organization and to craft the roll-out and messaging (proof of the need, vision, etc.). After the reorg, lean was launched consistent with the preparatory strategy deployment work and value stream analysis(es). With the launch, the proper promise was made that no one would lose their employment as a result of productivity improvements.

Thanks,
Mark

I should add the comment that I think there are valid reasons to delay a start. They are very specific reasons, and I have advised clients (or more accurately, potential future clients) that they shouldn’t start lean right now. In one example, the senior management was about to go through over 50 percent turnover. It was best to get through that period first, and then get focused on lean. In another case, they were a short distance away from a major reorganization and layoff due to economic reasons. It was better to wait to get through that so that they would not be false associated.

Pete, perhaps I got a little too cutsie with the title.

For me, I would not have read the article because of the title if I hadn’t known that you were the author, Jamie.

Great message and I agree.

You are right on the only way that Lean and its required behaviour cahnges can take hold is when there is a real need.

The tools alone only achieve half of what they could when there is no real need. If compasnies wait the blow a golden opportunity to truly change their enterprise.

If they wait they will lose out on the current feeling that things need to change. No one likes change, and when they are confortable they will fight it, but when they are suffering they will at least try it, to see if it can make a real difference.

Additionally when we are suffering something that offers real hope becomes a much easier sell across an organization.

This is a journey as we know. You can’t see the path until you take the first step.