- Solely paying attention to lean tools.
- Hoping to achieve quick results.
- Indiscriminately imitating and copying the practices of others.
- Mastering the superficial knowledge without understanding the essence of lean production.
I couldn't help but smile just a bit when I read those four obstacles -- Are any of these mistakes really specific to Chinese or any Asian culture? I'd bet that if I asked you to explain the four main causes of lean implementation failures in the USA, you'd construct a list almost exactly like this one. Is it not just basic human nature to try to simplify a complex transformation and merely focus on the immediate results?
Have any readers worked for or consulted with manufacturing organizations located in China? Please share your thoughts.
3 comments:
From my experience, Chinese companies are plagued with high turnover and are often looking for quick fixes to problems. They don't have the cultural underpinnings to sustain a long-term Lean effort.
The best Lean practitioners that I saw in China was a Japanese owned factory that had 5 Japanese engineers living on-site. They kept a close eye on things.
Now I’m wondering what’s the poster of Gothic 2 you were talking about in the introduction!
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