ABSTRACT
In my experience, I have seen leaders who are averse to methodology. When you tell them that the organization needs a Lean intervention, they take it as another of those tools that the improvement practitioners peddle to obtain their mindshare. The leaders could question the effectiveness of earlier initiatives, such as Six Sigma, elementary problem solving (7 QC Tools), process management, and so on. This is primarily because the earlier approaches had not delivered benefits, not because the approaches were bad but because they had been deployed in an ineffective manner without leadership buy-in.
