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The Hazards of “Following the Problem”

Posted by Stephen A. Ruffa at 12:21 pm, April 6th 2009

Readers of my new book, Going Lean: How the Best Companies Apply Lean Manufacturing Principles to Shatter Uncertainty, Drive Innovation, and Maximize Profits have seen that "lean" principles are intended to achieve much more than what seems to have become the focus of so many improvement programs today. They know that it is not about seeking out problems that are most evident and then attacking them head-on. Nor is it about optimizing operations based on a narrow range of conditions--the foundation for "traditional" management methods. Instead, the benchmarks of lean developed their capabilities to accomplish precisely what so many firms need today: to advance amid the challenges of uncertainty, change, and even crisis.

Still, there does seem to be a widespread focus on "following the problem," something that I strongly caution against in Going Lean. Perhaps this is a cause of the serious disconnect I have seen emerging between what lean is intended to achieve and people's perception of where it is going. It would be great to get your feedback to help the community better understand and deal with this important issue!