But there's much learning to be done, and some companies have had mixed results. We've learned that lean manufacturing is a better manufacturing system, not a cure all. The lean conversion must be part of a more comprehensive strategic plan. The combination of narrow focus, management mandate, tight deadline, bias for action, cross-functional team effort, and simple yet powerful analysis tools allow kaizens to quickly reshape the plant floor. But the kaizens have limitations, cost money, and can be overused.
All analysis is based on a snapshot view of conditions at the time.
Improving equipment flexibility, portability, and reliability are critical to achieving the full benefits of lean. Continuing kaizens when the key to further improvement is equipment changes creates inefficiency and frustration. We know the lean conversion cannot progress beyond the beginner level without support from customers and suppliers. Don't complain if your customers and suppliers push you to accept and ship smaller, more frequent lots. They are making your total lean conversion possible.