ABSTRACT
Implementation of Lean requires creation of an engine that allows improvement projects of all complexions to be completed. I have observed organizations embarking on a Lean journey doing a few improvement projects and thinking that the right thing is being done. Another approach that organizations often take is to focus only on high-impact projects. For them, the focus of the Lean transformation is only to do high-impact projects that have an impact on costs and revenues. While there is nothing wrong with such projects, the approach is incomplete. What is recommended here is that we follow the large improvement project-small improvement project (LIP-SIP) construct of improvements.
