Methodology v Tool Box

I know I have referred to this issue elsewhere, both in my online blogs and in some of the articles that I have written - but I was reminded of this in a discussion yesterday with someone from the NHS (which is currently going through something of a Lean revelation at present).

They were raving about the 'Lean tools' that were most appropriate to the NHS (5S, Value Stream Mapping etc) and I asked them a very simple question - namely, 'Have you thought about when and how to apply these tools?'

There was a stunned silence and then a very hasty reply of, 'During the transformation process of course', which did not explain at what point in the improvement process that the tools should be used.

I have found that a large percentage of people embarking on Lean Programmes focus on the technicalities of the tools rather than the methodology and process of implementation. This is why only around 25% of improvement programmes will be successful because the tools have been applied in the wrong manner, by poorly motivated people, at the wrong time and with inappropriate levels of support.

I would say that choosing an appropriate methodology is much, much more important than the tools - partly because the tools are generally all common sense - but more importantly because it avoids 'Lean Improvement Failure'!