The introduction of Lean methods has had mixed success and is properly considered a life long journey for problem solving, innovation and heightening morale. But reality can be very different if only linked to management and production practices such as six sigma and value stream analysis. These are often conducted within a top down, command and control structure with the intention of driving out variation, - and with a focus that is predominantly on incremental creativity in order to lower risk.
Indeed, leaders in the “Lean movement” have indicated a wish to remove the word “Lean” from their vocabulary. Lean remains a transaction view of the world, where the only deliverables that have value are those that go directly to the end customer. Anything else is treated like an event, not a value transaction between participants working together.
Further, the background situation in the United Kingdom is now less predictable than at any time for decades, and for the foreseeable future, so should we be more tolerant of emergent solutions co-created informally, yet within auditable, trusting environments?
Is a subtle change now needed in approach in order more fully to:
- recognise and absorb both incremental and radical, even disruptive, variation in customer requirements, supplier capabilities and a host of other factors in a businesses’ supply chain and entire ecosystem
- pinpoint remedial action for change, growth and success based on both a Lean transactional view AND a relationship perspective in which both formal and informal contributions can be assessed, as needed, in ANY or EVERY exchange?
Usefully, to that end, a different perspective, value networks and analysis, on how organisations really work, complete with supporting simple tools for analysis and engagement, is available. It is recommended to fill the gap between:
- the formal hierarchy required for control of the formal processes and
- management guided, self-organising informal networks of co-creative peer to peer collaboration, characterised by:
- participants behaving with integrity, guided by ethical principles
- leading to trusting relationships and exchange of intangible deliverables
- that can be converted to tangible deliverables of higher perceived value.
Read the white paper here
You are at http://tinyurl.com/ct7xagu
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