3
THE CEO AND THE BOARD
If we are to point out the culprits for failing to embrace lean, clearly the number one culprits are the CEO and the board. Lean introduction is like starting a never-ending journey to bring about changes in the way operations are conducted, and the commitment of management is indispensable to carry out such a journey. Once the journey is started, it must be supported by the successive CEOs and the board with equal vigor and commitment as a strategy that has no ending.
Even though lean’s superior performance has been well known and proven, practically no CEO and board have ever taken the initiative to embrace the lean strategy as far as I know. To understand the reasons, we need to review the current practice of corporate ...
Get Strategic KAIZEN™: Using Flow, Synchronization, and Leveling [FSL™] Assessment to Measure and Strengthen Operational Performance now with the O’Reilly learning platform.
O’Reilly members experience books, live events, courses curated by job role, and more from O’Reilly and nearly 200 top publishers.
