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Strategos
L e a n B r i e f i n g
The Newsletter of Lean Manufacturing Strategy
18
August 2008
www.strategosinc.com
Action Learning & Cultural Change
Beyond Kaizen
Changing a
corporate culture (the human side
of Lean) is the fuzziest, most uncertain, most uncontrollable, most
frustrating part of lean. More initiatives flounder here than on
any other element.
Action Learning can help immensely
with the change process. The concept explains why some
firms that use kaizen find their culture improving and others do not. It explains
why Toyota has been so successful with lean and most others struggle.
By constantly interweaving
learning and reflection, Action Learning increases
discernment and brings deeper understanding.
Participants in
Action Learning teams go
beyond their pre-programmed assumptions and mental models.
At the
same time they find solutions to
often intractable problems.
Our new web pages on
Action
Learning offer a fairly extensive view
of the topic with several examples. They show how to
turn an
ordinary
Kaizen Event
into a
culture-changing experience. You may also download these
pages in print format.
At Strategos we have
used the concepts for many years. But the discovery of a
discipline and
framework now helps us fine-tune the techniques and use
them more
explicitly. For example, our new online workshop,
Cycle Counting & Inventory Accuracy, specifically
incorporates Action Learning and guides the
client's team through the design of an inventory accuracy program.
I hope you find these new pages
interesting and useful. As always, we are available to assist with
consulting or training.
Regards,
Quarterman Lee
qlee@strategosinc.com
816-931-1414
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