As stated at the start of this thread of related posts, the results of the work that led to this series was published by the IOM and can be downloaded here.
However, in finishing this series of posts, I can announce that the last issue that affects the success of Lean projects from the original research is 'On-Boarding' or the art of bringing people into the process, either from internal transfers or external recruitment, who have not been part of the improvement process and do not share the values and understanding held by others in the group and who have not been brought into the way things are done in the 'new way' and who bring with them therefore alternative (and often non-Lean) ways of doing things.
Therefore, in conclusion of this series of posts, I can summarise the results of our original research into the causes of Lean failures as being problems with:
- Planning
- Reactions
- Ownership
- Training
- Operation
- Communication
- On-Boarding
- Leadership
- Systems
Collectively, this work spells the word PROTOCOLS. However, whilst each of these areas of failure remain valid, later research (gained partly from Manufacturing with some testing in Healthcare) shows that some can be combined, others changed and at least one needs to be added.
To find out more either drop me an email to markeaton(a)amnis-uk.com or read the post on our other blog here.
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