Lean is one of the most used methodologies for day-to-day business operations, driving business change and at the heart of many transformation programs. Just think about how Just In Time is so widely used, and then consider that it comes from Toyota.
However, organisations face three core problems when implementing Lean.
First, there is a misunderstanding of Lean as merely a set of tools rather than a mindset or cultural shift. Lean is not just about removing waste; it’s about creating value for the customer. And if Lean is about creating value for customers, then which business exists today that is not embedded with this concept of Lean?
However, people see tools without understanding the fundamental principle behind lean and, therefore, miss the needed mindset shift. If the cultural shift does not happen, then nothing will change. People need to be customer-focused, not task-focused. Teams need to work in collaboration to drive value across the organisation and not just in their own area. Management needs to spend time on the ground floor talking and engaging with the front-line teams to help them do their jobs better and create more value.
Secondly, “Lean” methodology gets blamed when things go wrong. When the “Lean Program” is struggling and the culture is struggling, Lean gets blamed,, and we resort to the previous behaviour—not because it’s better or right, but because it’s easier. However, Lean is not to blame for things being hard. Things are hard because change is hard.
But as we said in the first point, Lean is about creating value, and every business is in the business of creating value. When things are hard, the real question is not, “What’s wrong with Lean?” but “What is wrong with us, our teams, our ways of managing or our communication” that makes creating more value for our customers so hard.
Lastly, the third problem is leadership and consistency in that leadership. Leadership is critical in driving the adoption and sustainability of Lean practices. Without consistent and committed leadership, teams often struggle with unclear priorities, a lack of support, and shifting goals.
Leaders must not only advocate for Lean principles but also embody them through their actions and decisions. They must spend time on the shop floor, at the front of the house, on calls in the call centre, and in hospital waiting rooms, engaging with customers and staff. Without this level of leadership, real change rarely happens.
Consistency in leadership ensures a cohesive vision is maintained, empowering teams to stay aligned and focused on working in ways that’s best for customers. When leadership wavers or different leaders behave in other ways with mixed messages, change stops, momentum crumbles, and we default to our “culture,” the lowest common denominator of any process.
If you’re ready to drive meaningful change and build a culture that delivers real, sustainable results, Leanscape is here to help. Our experts specialize in empowering leaders and teams to align their vision, adopt best practices, and create lasting impact. Don’t leave your transformation to chance—contact Leanscape today and take the first step toward achieving change that truly matters.
