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Essay / Research Paper Abstract
This 3-page paper discusses how to motivate change into lean management/manufacturing. Bibliography lists 2 sources.
Page Count:
3 pages (~225 words per page)
File: D0_MTleanince.rtf
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Unformatted sample text from the term paper:
The good news about lean management is that, by its very nature, it provides its own measurements and metrics (which can
then be turned around into incentives). Lean management, or lean production, as its sometimes called, focuses on reducing waste, inventory and customer response time (Jones, 2009). In other words, lean
management tries to do as much as it can with as few resources as possible. In theory, this sounds like a
great idea - who wouldnt want to reduce waste and improve customer service time? In reality, though, not everyone is intrigued with the idea of a lean mentality. One recent
survey conducted by the Lean Enterprise Institute showed that about 36% of those surveyed cited middle-management resistance as the chief barrier to adopting and implementing lean practices (Danford, 2007). Employee
resistance was high on that scale too, coming in at 28%. The main reason for such resistance (and in many cases, backsliding)
is because applying lean management principles to a traditional way of doing business can expose huge problems - and could cause problems for middle managers (Danford, 2007). The problem is,
if middle managers arent on board with the change, all of the top-down support in the world wont change things. So one trick when it comes to implementation of lean
management is to encourage middle managers to come aboard the lean bandwagon. James Womack, chairman and founder of the Lean Enterprise Institute
suggests that to get middle managers to come around, metrics should be changed (Danford, 2007). For example, he says, rather than relying on financial metrics on a day-to-day level, maybe
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