The Lean Benchmark Report
Figure 2: Adoption Challenges
Significant culture change required
Top management commitment
Need to integrate other organizations (beyond manufacturing) /suppliers
Risk of business disruption
No straight -forward way to quantify the business value of Lean
Maintaining customer delivery performance without costly buffers
Source: AberdeenGroup, March 2006
The second most important adoption challenge cited by 42% respondents is top manage- ment commitment shown in Figure 2. Lean Thinking proposed simple criteria (show stop- pers) to evaluate whether or not senior executives were prepared to support Lean:
Are top executives who run the company committed to a long-term vision of adding value to customers and society in general?
Are top executives who run the company committed to developing and in- volving employees and partners?
Will there be continuity in top leadership’s philosophy?
Many Lean implementations begin as grassroots efforts, and it becomes incumbent upon the internal champion to educate and motivate the senior leadership team to adopt Lean. Because Lean has garnered so much good press over the past several years, this task has become a good deal easier.
Almost a third of respondents are challenged with integrating both other parts of the company and all its suppliers into the Lean program. Meeting customer requirements for just-in-time deliveries requires the support and cooperation of not only finance and logis- tics, but also the suppliers who provide the raw materials, components, and assemblies that are used early in the manufacturing process.
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