OBSTACLES TO LEAN IMPLEMENTATION Lean manufacturing is a process of removing waste that was developed by the Toyota Production System.

The concept behind lean manufacturing is defined by three different forms of waste: "muda" or non-value-added work, "muri" or overburden, and "mura" or unevenness. By eliminating waste, overall quality can be improved and production time as well as cost can be reduced. Implementing Lean - or for that matter any change initiative - is difficult. If it was not, everyone would be doing it, but they are not. Here are some of the most common challenges manufacturing businesses face when implementing Lean. #1- Resistance to change Resistance to change can manifest itself at any level within the business but is often seen in first line management. This may be overcome by taking additional time to fully explain the benefits of Lean manufacturing to any individuals challenging its effectiveness on a one-to-one basis. #2 - Failure to empower people The key to empowering your people is to not only have them generate the improvement ideas but to also be part of the team that solves them. It also means to work through a structured Plan-Do-Check-Act approach with guidance and support, such that in time they adopt improvements as part of their day-to-day work. #3 - Lean cannot be learnt by reading a book While Lean techniques can be explained in books, personal guidance is often needed to identify and implement the best approach for an individual organisation. It is about understanding the key principals, not just the tools and techniques. #4 - Lean is not limited to manufacturing Lean has typically focused on adopting tools and techniques to improve the manufacturing process, with very little emphasis on non-productive areas. However, when we consider that at least 60 percent of the total lead time and costs associated with production come from outside of production areas, true benefit comes through becoming a Lean 'organisation' where admin, the supply chain, and non-production areas also become involved. #5 - Recognise Lean as a whole philosophy Lean is a whole philosophy and not just a few tools and techniques. While the tools by themselves can yield some benefit, the true gains come from changing the way the whole organisation runs. This can be done by adopting Lean as a system and changing the whole culture of the business - from top down.