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Leading in a lean environment by ProQuest


Lean seems to be getting a bad reputation in the furniture industry. Managers complain about not achieving anticipated results when they truly believe they are diligently implementing the lean philosophy. Upon investigation, two prominent flaws in the implementation plan were found. One is that the manager is trying to drive the initiative while working in a vacuum. The other is that the manager isn't utilizing a methodical approach in applying the lean tools. Every lean implementation must have the commitment of company executives in order to be successful. However, commitment doesn't mean that the chief executive should micro manage the process every step of the way. In a lean culture where collaboration is the norm, contradictory views are welcome as a means of defining the best possible solution. In order for lean to be successful there has to be a mechanism in place that ensures the journey will be self-perpetuating and not dependent on a single individual.

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