Lean Misconception-1

There are many misconceptions that relate to the lean approach and undertaking this approach to changing the design and operation of the firm implies certain choices. One of the common issues is the sense of urgency it creates among the workers. It is said to be that it creats so much of pressure that it could squeeze water from a dry towel. Is that true?

Nick Rich et al. explains this in their book "Lean Evolution: Lessons from the Workplace" as follows:

"The amount of stress that workers face is a reflection of the design of any system (a management responsibility) and is not typically associated with a lean working environment. The lean approach is to get the best out of people – not to flog them to death. The latter was the mass production and scientific management approach which was reinforced by ‘piece rate working’. Lean businesses are careful to develop and integrate their core workforce and to promote co-destiny of worker and business. Much of the HR systems of lean companies is devoted to the promotion of ‘harmony’ and ‘joint interest’ in managing the business. As you will see during the remainder of this book, most lean methods lower stress and improve morale, and need workers to be involved in the change process. That is not to say that the lean way is a utopia but that, typically workers are not ‘flogged’ or stressed to the point that they leave (a waste of training and development investment made by the company in problem solving and technical skills).

Further, if you are lucky enough to visit a company that is engaged in lean production, cellular working, housekeeping and problem-solving groups, ask these workers whether they would go back to their old ways of working. You will find that few will answer ‘yes’ and wish to return to the old days of being treated as a pair of hands that are unattached to a brain. But no matter what we write here, you can only judge for yourself by asking and studying some of the cases we will present in this book. For senior managers, the lean approach is based upon business growth and support for the flexible deployment of the core workforce throughout their working lives. It is silly to believe that lean companies would treat their workers, who have enjoyed high levels of lean awareness and training investments, as a variable cost that is simply employed and unemployed at will. Lean companies recognise their investments in people and therefore, to increase the competitive capability of the firm, seek new markets and new types of products to make. Such an approach is one of growth, not the meanness associated with ‘de-layering’, ‘downsizing’ and losing workers with highly valuable and transferable skill sets."

Excerpts from the book : Lean Evolution : Lessons from the Workplace ( Pg No : 20)