I often come across online articles that discuss the implementation of a Lean initiative as akin to purchasing a new tool box, so I was impressed when I found this article on a blog site devoted to change management. This article succinctly explains the common barriers that hinder the transformational change needed to successfully reap the benefits of a Lean initiative.
In regard to those barriers associated with senior management, the article states that "measurements and rewards may be counterproductive." That is, managers might be driven to perform in ways detrimental to a Lean initiative because their objectives and incentives might be tied to an outdated accounting system or value of inventory. In addition, the article captures what I believe to be the most important cause of resistance to change by front-line employees and operators: They "will see the change to Lean as a loss of turf or status or as a downgrading of their skills."
I'd certainly like to hear you reactions to this article. Do you think it is accurate? Are there any important barriers missing from the discussion?
1 comment:
The key to breaking the barriers is management. I wrote a piece on idea management and essentialy advised that any process or culture change in an organizations needs to be, not only driven, but also encouraged by management.
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