Or How to Provide Job Security for Lean Experts…
Joel Barker talked about the life cycle of paradigms in his 1992 book ‘Future Edge’.
His definition of the word ‘paradigm’ is more general than mine. He defines it as a consciously defined model or way of doing things that is useful because it solves lots of problems.
My own definition separates ‘paradigms’ from ‘models’ by saying that the paradigm is what you get when a model is sub-conscious. Despite this difference, we are in the same field, because we both care about how you change them.
He talks about the evolution of paradigms. In Phase A, they are being tried out, pioneered and tested on problems that had previously been poorly solved. In Phase B they pass into the mainstream and become adopted as the ‘go-to’ approach for (in this case) improving operations.
Lean and 6 Sigma have been mainstream for several decades, and so very much in Phase B.
But what happens to phase B paradigms?
They handle many situations, but not all. Over time, they accumulate unsolved problems. Sometimes a hammer is NOT the tool to use. Or perhaps I should say the philosophy does not help.
So what are the operational problems that Lean & 6 Sigma fail to solve?
Here are some that we have had to deal with:
• Argue against a proposed factory closure
• Reconcile supplier disputes
• Create co-operation between ‘rival’ sites
• Compare manufacturing systems of product concepts (during design)
…and some that we might have to deal with
• When to change to a new product concept
• Optimize new product design before start of manufacture
…and one that nobody talks about
• How to provide job security for lean experts
The solution to these is one or more new paradigms.
We have one: it’s the use of explicit models that force both parties to a disagreement to be clear about what they want.
But there are an infinity of other new paradigms that would work.
Lean and 6 sigma will keep you going for now.
Eventually you will need to adapt and adopt a new paradigm or two.