TOP 10 Reasons why

Lean Implementation Approaches

Fail

1 www.lean-toolbox.org
 01
Missing Management Commitment
+

Lean Implementation does not work bottom-up, as you

will face resistance and fear in your organization without
the support from top management.

Operate top-down to get the necessary support and

backing for all lean activities from your upper
management. This will help you especially in making
cross-departmental decisions.

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 02
No Lean Foundation established
+

When trying to work on lean topics without having a

strong lean foundation, you might be successful in short-
term, but your processes will collapse in long-term.

Start to establish a lean foundation with tools like 5S,

standardization and visualization. Discipline is
mandatory for lean production. Create a lean vision
based on the value stream design and start further lean
approaches once you stabilized your foundation.

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 03
Too many Steps at once
+

Many lean implementation approaches fail, as the

organization initiates too many construction sites in
parallel.

Try to focus on one defined pilot assembly line and

implement lean principles at that particular pilot. Once
the organization works and the pilot line runs smoothly,
adapt these lessons learned to further areas.

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 04
Important Steps of Lean Implementation are skipped
+
At #2, we learned that we have to stabilize a foundation first.
From there on, we have to follow a roadmap to be successful
with lean implementation. When missing one of these steps,
we face the risk of falling back to old conditions.

In the previous email, I sent you the 12 success factors of lean

implementation. These 12 steps are a rough guideline for you,
which you can use in order to reduce the risk of missing some
of the fundamental steps of lean implementation.

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 05 The Persons running the Process are
not convinced +
If the process owner is not convinced, he will not follow that lean approach.
Forcing process owners to follow a routine will just work in short-term, as
long as you are supporting and pushing him or her. Once you turn your
attention away due to upcoming topics, the process owner will switch back
to old conditions.

When working on a lean process, involve the process owner in all

discussions. If you are convinced of an idea, moderate the meetings in that
way, in which the process owner will come up with that exact idea. If you
can guide the process owner to come up with that idea, the solution will be
in place in long-term.

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 06
Missing Lean Production Knowledge
+
Many organizations face the disadvantage of missing lean experience and knowledge
inside their organization. As lean consultancies are expensive, they start applying the
trial-and-error method. That is very powerful to get strong lean skills in long-term,
but will be risky when trying to convince others with lean at the very beginning.

To be honest: Strengthening lean knowledge of an organization is a balancing act. On

the one hand, I always recommend the trial-and-error principle as you get very deep
and tailored lean knowledge for your products and processes. On the other hand,
weak lean knowledge will risk losing the trust of your colleagues in what you plan to
do in terms of lean production. Tons of good lean implementation examples are
available on the internet or you can start to share lean experiences across your
company and factories.

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 07
Missing Lean Benchmark
+
It becomes hard to convince people without the proof of its
physical advantages.

At the very beginning, you must focus your attention on just one
particular production line or product. Choose a production line,
which is most representative for other working areas. Once you
proofed the advantage of lean production at that pilot line,
promote that line as your lean production line. From then on, most
processes can be copied and pasted to other assembly lines.

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 08
Not all Parties involved
+

You will fail when acting in a one-man show. Many companies

struggle to involve all required departments into the lean
implementation process.

At the very beginning, a strong communication is mandatory

for the success of lean implementation. This also relates to #1:
The top-down approach. Make sure all parties are involved and
committed to follow the lean approach.

9 www.lean-toolbox.org/toolbox
 09
Low Motivation for Changes
+

People not willing to follow the lean approach must be motivated.

As you need patient and endurance while implementing lean
processes, a motivated team is mandatory.

To motivate team members, coaching and training courses can be

applied. Further on, use the benchmark pilot line to illustrate the
benefits of lean production. Lean approaches can also become
part of the full year target if top management supports that
activity.

10 www.lean-toolbox.org/toolbox
 10
Fear
+

People are anxious. Especially when it comes to changes. As lean

production is about changes and improvements, fear is a strong
factor, which can lead to the failure of lean implementation.

You can still their fear by comprehension. You achieve

comprehension especially by proven examples, training,
background information and open discussions. You further can
use lean factory models to simulate the benefits of lean
modifications before applying them on the shop floor.

11 www.lean-toolbox.org/toolbox