today’s organizational paradigm: lean and just-in-time
May 4, 2016
Lean manufacturing, Just-In-Time inventory, Kanban process, they must be good practices!? After all, Toyota rode them to not only surpass the US big three General Motors, Chrysler, and Ford, it left them in bankruptcy dust, requiring federal government bailout to stay in business.
Started out as practices in manufacturing, Lean and Just-In-Time (JIT) are now also applied to other organizational processes. We all want to eliminate waste, redundancy and inefficiency.
What are the possible down sides?
No Margin for Error – if anyone in the entire process chain is delayed, there are no cushion in the system to absorb any disruption.
Stress Factor & Human Tolls – The constant focus on improvement and elimination of waste could become obsessive and causes stress in the workforce. When a certain level of refinement is met, after a certain point of diminished return is reached, using lean and JIT to continue squeezing out more economy can discourage workers, reversing positive motivation and damage morale.
Stress and tolls on the personnel involved seem to be a constant side effect of today’s “in” organization practices. We will look at a few more of today’s organization paradigms in the next few posts.