To overcome the organizational paralysis that comes from overanalyzing lean projects, manufacturers can benefit from faster implementation of solutions that are “good” rather than “perfect” with a commitment to leverage iterative development more frequently in their processes.
It has become increasingly important to show rapid results along the lean journey. While this is critical to maintain support of senior management, it also is important to establish a process by which sustained results can be achieved and that follow-on projects can also be successfully developed.
A gentle balance between analysis and action must be obtained. Allowing an entirely bottom-up “power of the people” approach to the lean journey can become unguided and appear to senior management as if it were a ship without a sail, wandering in the harbor. On the other hand, top-down lean journeys often fail to enjoy the support of the rank-and-file members of the production staff.