I get a fair amount of criticism about my understanding of Lean — criticism of my emphasis on the responsibilities of management, criticism of the emphasis I place on understanding and meeting the needs of the customer, criticism of trying hard to understand the teachings of Edwards Deming. And, with regard to this blog, I often get criticism for giving short shrift to the Lean tools (VSM, kanbans, andons, PDSA, and the like). Forget all that other stuff, I’m told. Concentrate on the tools.

Well, criticize away. It’s pretty much all true.

In my own defense I will say a few things.

Firstly, I probably could write more about the Lean tools, but there are many good sources of information about them and I don’t really have the time to waste repeating what somebody else has already written or said. Besides, if you’re good, you will invent some of your own tools anyway.

Secondly, I’m right.

I offer as evidence this blog post from the W. Edwards Deming Institute that examines the similarities and differences between the teachings of Edwards Deming on the one hand and, on the other hand, Lean as done by real experts like the people at the Lean Enterprise Institute, the Kaizen Institute, Mark Graban, Jim Womack, Mike Rother, and the like.

As noted by John Hunter, the author of the Deming Institute piece, “Deming didn’t advocate using a couple tools and ignoring the management system; neither does Lean manufacturing.” Furthermore, he writes that “The Lean folks people should listen to all know that deploying a few tools is not what Lean is about.”

He also notes the importance of treating employees with respect, making them an integral part of the constantly improving system. Employees are, after all, the source of all improvement.

Give this blog a read. It’s well worth a few minutes of your time.

Copyright 2016 by Paul G. Spring. All rights reserved.