CHAPTER 14
CONCLUSIONS
The Lean CEOs have spoken.
Their Lean journeys were, to paraphrase Taiichi Ohno, born of necessity, but that necessity took many forms. The CEOs may have been compelled by collapsing market prices, economic downturn, defecting customers, low productivity, or dying patients. They turned to Lean because they saw that conventional methods couldn’t support the real change that their organizations needed.
The decision to adopt Lean was never an easy one, and it often led to painful choices. The CEOs faced resisters, detractors, and lots of well-presented arguments why Lean could never work “in our organization.” In many cases, ...
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