Lean, Not Lame:
????????? ???????????? - Operations/Supply Chain Lean Specialist.
An engineer at heart, I enjoy seeing businesses run efficiently. I work in Operations & Supply Chain encouraging communication and collaboration; working with processes and people.
Avoiding Training Overload by Using Common Sense!
So, let’s talk about Lean or as it could be called; the magical toolbox of corporate sorcery!
Now, most folks think of Lean as a shiny set of tools, like a Swiss Army knife that’s just waiting to deploy the equivalent of that thing for removing stones from horses’ hooves.
But here’s the issue: it’s not about cramming people into a classroom and throwing training sessions at them like confetti at a New Year’s party. If only it were that easy!
The reality is that Lean is more like a comprehensive thinking and operating system—a bit like your brain, but less prone to forgetting where you put your keys.
Too often, companies dive headfirst into training, thinking that once they’re done, Lean will spontaneously sprout wings and fly on its own.
Spoiler alert: it won’t. It’s not your fairy godmother and there definitely aren't 3 wishes!
While the tools of Lean and OpEx are as crucial as coffee on a Monday morning, they need a solid structure behind them to actually work!
Think of it as building a house: you wouldn’t just throw up some bricks and call it a mansion, right? You need to consider the human element and the nitty-gritty tactical changes as well.
Lean programs are about practical tool deployment, focusing on real-life processes instead of theoretical mumbo-jumbo. Let’s face it: Nobody wants to learn Lean concepts while pretending to be a corporate Gandalf in a classroom.
We want to enhance the everyday activities of machines and people whilst leaving the magic wand at home!
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Conclusions:
Lean is more than tools
Lean is an operating system, not just a party trick.
And, it’s a mindset; customer focus, continuous improvement, eliminating waste and striving for perfection!
No amount of training alone will cut it; you can't just wish Lean to happen.
Buy-in at all levels is essential.
If management won’t turn up to the game, the shopfloor almost certainly won’t either!
Structure is key; tools need a solid framework to yield results.
Focus on practicality; real-world applications beat theoretical training any day!
Ultimately, it’s a marathon, not a sprint. There are times to speed up and times to slow down, reflect, and appreciate the journey.