Having run numerous businesses, I always remember the pressure to get some improvement implemented and then get on with the real issue of 'running the company'. This is particularly true of organisations which are a part of a group where there is additional pressure when it is time to make some form of improvement, yet maintain the numbers today and tomorrow as well!
This pressure to return to the norm is one of the biggest single reason why change programmes (and particularly Lean) fail to embed themselves in the organisation.
Over the next few blog entries I will provide some details of the nine key areas which when not addressed will lead to your improvement programme failing. If you can't wait, email me!
Read my article about Lean successes and failures here.
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