PART 2

Structuring for Lean Dynamics

THE FUNDAMENTAL ASSUMPTIONS a company or an institution makes at the outset of a major project can have far greater impact than any of the work it subsequently performs. Why is this? Because the way in which its leaders see the challenge ultimately guides how they structure everything—from the scope of the project, to evaluating existing constraints, to determining what path they choose to achieve these objectives. Breaking through traditional presumptions and seeking real transformation are therefore critical to making a lean project succeed.

Chapter 4 describes how gaining a deep understanding of the challenge can fundamentally alter the way companies and institutions implement lean. By reaching beyond visible symptoms and applying methods to fundamentally shift the way value is constructed, they can quickly achieve much greater results from the same set of lean tools and practices.

Chapter 5 explores ways of breaking through traditional organizational barriers by restructuring individuals’ responsibilities, the way they use information, and the manner in which they work together to create the insight, inclusion, action, and integration they need—a key element to implementing this shift.

Chapter 6 concludes this part by describing common hazards that cause lean initiatives to plateau and explores where to begin—describing how identifying focal points for transformation can structure improvement efforts around what is most important for the business, helping overcome the roadblocks that keep so many of today’s efforts from advancing in maturity.