In the early days, late 1970s to late 1980s, there existed just a few small organizations to help people learn about and implement Toyota’s production system (TPS). They were led by people with decades of hand-on practice at Toyota and its affiliated companies. Some organizations, however, were led by people who only studied TPS and judged that to be sufficient qualification to engage in training and consulting.
Then in 1990, along came “Lean Production,” the generic name given to TPS. For many of us, this and subsequent writing about Lean production were a great revelation. Inspired and enthusiastic, we began our so-called Lean journeys. In the mid- to late-1990s, more organizations emerged to service a growing interest in the many related facets of Lean production: accounting, new product development, training and development, information technology, and so on. Around 2007, the focus finally shifted from Lean production to Lean management, with an new emphasis on Lean leadership.
Over time, the people with with decades of hands-on practice in real-world settings would fall into the background, while the people who merely studied TPS emerged as the arbiters of Lean thought and Lean practice. That such a thing could happen is remarkable give that Lean is rooted in hands-on daily practice over many, many years. They and their organizations found a large and ready following. As the years passed, these organizations grew in size and scope, creating the Lean-industrial complex that we now see.
The Lean-industrial complex is a coalition of groups that share vested interests in the continuous sale of products to expanding markets. Increasingly, they have become partners with one another in various endeavors. The Lean-industrial complex continues to grow, with more conferences, speeches, presentations, training courses, magazines, books, blogs, videos, certifications, etc., and with ever-more glitz and glam.
Yet, we continue to see mostly Fake Lean or low levels of Lean achievement. Can this be considered a success? Has value been received for the money spent? Will further growth of the Lean-industrial complex lead to success for its customers seeing to “become Lean,” or is the measure of success the income statement and balance sheet of organizations in the Lean-industrial complex? The question arises: Whose interests are the Lean-industrial complex serving? Themselves or their customers?
The Lean-industrial complex has become very influential on a subject that you could figure out all by yourself. You need only two things: The spark of an idea – flow – and the brain between your ears to figure out how to make flow happen in your organization. And, if needed, you could refer to a few very good books, written by hands-on TPS practitioners, to provide inspiration and basic direction. You do not need much more than that.
I choose to not be affiliated with the Lean-industrial complex. Why? I would surely be better off financially if I were. However, being unaffiliated offers advantages that I perceive as valuable; perhaps you do as well. Don’t forget, after working in industry for 15 years I became a professor – a teacher, someone who mission is to serves others. In this role, independence of thought and action is held in the highest regard. It’s called “academic freedom.” Therefore, I analyze, I compliment, and I criticize, and I do so free of any conflicts of interests. (By the way, the Lean-Industrial complex is opaque when it comes to conflicts of interests, and therefore its integrity should be questioned).
It turns out that there are very few people who will call out the big shots or shine a light on important problems. That’s a symptom of a like-minded, non-critical thinking body of people. This, in and of itself, reflects a totally non-Lean way of thinking among supposedly PDCA-A3-Ask Why? people.
This kind of talk does not make many friends, perhaps reduces my influence, and it may not engender much respect either. But, that is what a teacher does; that is how a teacher should serve the Lean community.
Interested in reading more blog posts? Click here for a list of all blog posts. Start at the bottom and work your way up. You’ll learn a lot.
from Bob Emiliani http://www.bobemiliani.com/the-lean-industrial-complex/
from American Quality Management https://aqmauditing2014.wordpress.com/2015/10/01/the-lean-industrial-complex/
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