Problematic product development processes are often the targets of Lean-centric initiatives, as the production methodical itself is often the most obvious starting mark for an organization that is looking to confront areas of concern and strengthen sweeping efficiency. Lean philosophy itself has become such an attractive, popular option for a medley of industries chiefly because it consistently demonstrates success, has a proven track record and meshes well with the given goals and environments of multifarious different organizations. The principles, tools, strategies and systems that incorporate a Lean production system are variable. That is to say, they can exist in many different configurations, and each has the capability to be further refined to suit any number of given goals. This variability is a deeply engaging factor for most organizations that decide a Lean-centric improvement system is right for them.
Much of this versatility stems from the long history of strategies and philosophies that Lean incorporates. Though Lean thinking itself archetype gained prominence in the 90s, the influencing strategies it was based on have a storied history that stretches well back to the 40s. First developed in the automotive industry in Japan, these early systems were refined over an extensive period of year via innovators plus experts alike. One of the strengths of Lean is that it is a system regarding tools that are not only interchangeable, but also adaptable. Those early strategies often faltered due to a variety of reasons, whether because they were only stopgap measures substitute fundamentally flawed, they were much in part discarded or heavily modified, in turn creating hybrid systems after a few decades of wear and tear. The aspects of these strategies that did succeed though, would often be incorporated into new stratagems that were primed to dominate industry thinking for the next decade. Lean’s adaptability comes from its focus on continuous improvement – its running drive to compel participants to never be satisfied plus inadequate change. In recognizing the failures of those early thinkers, Lean pioneers identified that their inflexibility in the face of much needed alternation often led to their downfall.
Continuous improvement remains a key tenant regarding Lean thinking to this date for that reason. In realistically appraising any given situation’s problem areas, it has been realized that there are never any full-proof measures or tools that can be implemented to solve an issue forever. Shortsightedness being an obvious but often misperceived catachresis in multifarious failing industries, it remains a target for waste elimination in most Lean overhauls. Most experienced Lean-thinkers will trust that even the measures they administer won’t forever refine themselves. In order to be continuously successful, implemented Lean manufacturing strategies must be objective to change, and any admissions that certainly there are, or could be, failures, no matter the what the intentions, must always be taken with serious consideration. Just in an habitation that is conducive to being open to the need for change, also only in being honest about an organization’s faults receptacle a successful Lean manufacturing range be achieved.