Sounds pretty dramatic doesn’t it? But that was exactly my principle take away from attendance at the recent 25th Anniversary LERC Conference at Cardiff Business School. Dan Jones was the keynote speaker. He looked really well – despite his admittance that he’d suffered some ill health recently – and he was in fine form nonetheless!
Dan spoke eloquently about his own personal Lean Journey. And what a journey it has been. But what was most interesting for me was the conclusions he has come to over something like 40 years of research and writing about lean in practice.
He admitted that despite widespread interest in lean as a organisational strategy (of which more later) very little has actually ‘stuck’. He went on to suggest that this was because it simply does not conform to conventional (traditional?) business models, which favour ‘command and control’ business metrics, reliance on experts, rigidity of structure, and short-term financial results. At best lean experts working in these environments become firefighters and cost-cutters (Amen brother!).
Dan went on to suggest that a key element to lean being a success is the focus on dynamic growth (Kata at a ‘meta’ level maybe), through gemba experience, daily management, learning through understanding and solving problems, focused resources through Hoshin and leaders developing capability through Sensei. Essentially, the TPS is a Learning System – and it requires Leaders to lead in a different way, with humility and respect for people.
All well and good, but what Dan then went on to say was a real ‘eye-opener’ for me. The modern, conventional business model (a foundation stone of the capitalist western world) is now – through its desire to maximise profits through the replacement of humans through automation and digitalisation – is leading to inequality and the rise of populism, not to mention a wanton waste of the Earth’s resources. Dan’s chilling reference to the Europe of the 1930s wasn’t lost on the audience either at this point.
Lean (with Toyota still at the vanguard) already has viable alternatives to this model; be it simplification of production methods to save resources, investment in sustainable technology, and the use of technology to enhance human decision-making rather than replace it. The alternative business model provided by lean provides a socially responsible solution – through meaningful and high-value work – as well as sustainable solutions to avert the worst effects of climate change.
Maybe the challenge for all of us seeking to make a difference in the world of lean is to ‘double down’ on our efforts to show how it provides solutions to global problems? Can it really be the ‘new’ way of doing work, and as such help salvage our way of life and the planet we live on? I’m prepared to believe that it must be at least part of that solution.
And, on a personal note, I’d like to thank Dan for his work and the inspiration he’s given me over the past 20+ years. Lean Thinking was the first book I read about lean in 1996, and the lightbulb that went on then has yet to dim! I’m a little closer to home than Outer Mongolia (you had to be there!), but the thanks are just as heartfelt.
Stay lean!
Graham