The video and slides from my talk “Experimentation is King” that I gave at Lean Kanban Central Europe 2015
You will become clever through your mistakes. —German proverb
The artifacts and behaviors we can easily observe at Lean companies are only the tip of the iceberg. Waste reduction and other Lean practices, principles and tools like A3, kanban, andon and heijunka, are all important parts of Lean but it is only the tip of the iceberg. You need to look below the waterline.
“Toyota’s tools and techniques, the things you see, are built upon invisible routines of thinking and acting, particularly in management, that differ significantly from those found in most companies.”
If you want grasp and become Lean you need to look below the waterline.
Are people in general lazy and unwilling to improve and innovate? Do people need to be closely supervised and controlled by management?
Are people in general willing to improve and innovate? Are people ambitious, self-motivated and can exercise self-control?
Personally, I very much believe in latter. I think people do their best in the context that they are operating in. I subscribe to W. Edwards Deming’s ideas that it is the system, not the people working in the system that determines a systems performance.
Here are my slides from my talk “Stop doing Retrospective and Start your Toyota Kata” at Jfokus 2013