Over the last few weeks I have received a number of enquiries about doing 'Rapid Improvement Events'.
The way it normally goes is that I get an email which reads;
"I would like to discuss you coming to do a Rapid Improvement Event on the X, Y & Z of Month X"
Now, I am a fan of Rapid Improvement Events - but as part of an improvement process not as the 'be all and end all' of the improvement process. Where does training, scoping, communicating and process redesign come into the equation? At the very least there will be a heap of questions that need to be answered prior to the actual event - but that assumes that a Rapid Improvement Event is the most appropriate mechanism for improvement - what about Continuous Improvement Teams (improvement spread out over a longer period), Project Teams (high level improvement teams focused on strategic issues such as changing IT systems) etc?
I can theorise what is causing this confusion in the marketplace and hope that the message goes out more effectively in the future.
To find out more about my views about where a Rapid Improvement Events fits into the improvement process visit the Amnis website and join our newsletter network to receive a free copy of our eBook 'Lean for Practitioners'.
Saturday, September 29, 2007
Saturday, September 08, 2007
Lean Panacea?
Do you believe Lean is a panacea?
I was in a presentation this week and it was clear that people in the audience felt that 'Lean' was the answer to all their problems. They had all tried things before but this time 'Lean' was going to make the difference.
So what is Lean - is it some form of magical power that transforms unsuccessful organisations into successful ones or a genie in a bottle which (when released) can make improvement programmes go further and faster than ever before?
Of course it isn't.
Lean has the power to do good if done well and the power to do great harm if not.
For many people who think their previous improvement attempts have not worked is because they either have been sold a Turkey (by a consultant who has read a book on XYZ Methodology) or they have not prepared their organisation effectively for the change or supported it after the change.
Will 'Lean' stop these problems? Is it possible that many of the people who claim to be 'Lean Experts' have just read a book or that many of the organisations engaged in Lean will not prepare their organisation and/or support it?
What do you think?
I was in a presentation this week and it was clear that people in the audience felt that 'Lean' was the answer to all their problems. They had all tried things before but this time 'Lean' was going to make the difference.
So what is Lean - is it some form of magical power that transforms unsuccessful organisations into successful ones or a genie in a bottle which (when released) can make improvement programmes go further and faster than ever before?
Of course it isn't.
Lean has the power to do good if done well and the power to do great harm if not.
For many people who think their previous improvement attempts have not worked is because they either have been sold a Turkey (by a consultant who has read a book on XYZ Methodology) or they have not prepared their organisation effectively for the change or supported it after the change.
Will 'Lean' stop these problems? Is it possible that many of the people who claim to be 'Lean Experts' have just read a book or that many of the organisations engaged in Lean will not prepare their organisation and/or support it?
What do you think?
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