Comments on: Real Lean vs. Fake Lean https://www.lean.org/the-lean-post/articles/real-lean-vs-fake-lean/ Lean Production | Lean Manufacturing | LEI | Lean Services Tue, 25 Jul 2023 20:11:47 +0000 hourly 1 https://wordpress.org/?v=6.8.2 By: James Day https://www.lean.org/the-lean-post/articles/real-lean-vs-fake-lean/#comment-43761 Wed, 21 Sep 2022 03:12:39 +0000 https://lei.flywheelsites.com/the-lean-post/articles/real-lean-vs-fake-lean/#comment-43761 What are the bare necessities for an individual to have “Sensei” status? I liked your statement about respect in the workplace is creating as much value-add as possible w/o overburden. Respect is fragile since it is usually difficult for managers to see from an operators point of view. Does it make sense for a “Sensei” to be an operator in order to gain a better understanding of a specific task?

]]> By: James Day https://www.lean.org/the-lean-post/articles/real-lean-vs-fake-lean/#comment-43759 Wed, 21 Sep 2022 03:01:41 +0000 https://lei.flywheelsites.com/the-lean-post/articles/real-lean-vs-fake-lean/#comment-43759 In reply to Dan Prock.

I like your statement on how managers are often unable to change their approach regarding continuous improvement. I’ve seen this dilemma firsthand with a seafood distributor I have worked for in the past. Being a delivery driver, I was able to gain a good sense of the wastes that present themselves on a day-to-day basis. The value-add workers, whom which I conversated with normally, had a great sense of what types of acts and decisions were causing waste (they even had proposed solutions). Unfortunately, there was a severe disconnect between executives and the value-add employees. The problem was an issue with suggestions for improvement. The executive team were the only designated employees in charge of improvement. The executive team didn’t see the opinions of lesser paid employees as important as the opinions of those who had a larger share within the company. This caused confusion, anxiety, complaints, and stress routinely on all levels of the company. The Seafood Industry has a lot of moving parts; quick decision-making skills are mandatory. Overburdening of stronger and veteran value-add employees is quite common. Management must have an open mind to this and work dynamically to solve the problem.

]]> By: Dan Prock https://www.lean.org/the-lean-post/articles/real-lean-vs-fake-lean/#comment-28197 Mon, 23 May 2022 17:05:19 +0000 https://lei.flywheelsites.com/the-lean-post/articles/real-lean-vs-fake-lean/#comment-28197 Your key phrase is “the spirit of PDCA.” What is a spirit? It’s not conceptual, not methods or tools, it’s a psychological openness and an inner knowing that nothing can be pinned down for long and all things are in continuous change. Problem is, management is the trade of trying to pin down standards and results and most managers can’t let it go long enough to sustain change, let alone change their own approach. thoughts?

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