Lean has a longer and more color ful history than most of us think, with

Strategy. This provides the focus 

and direction. It’s the game plan.

Mission, teamwork, decisions made 

at the front lines, and strategy. I empha-

size these concepts with my clients 

whether they’re doing Lean or not. 

One of the first questions we ask 

about any improvement initiative is, 

“Do we need improvement, or do we 

By providing exactly 

what the customer 

wants in the shortest 

possible time, Toyota 

creates extremely 

happy customers and 

a clear competitive 

advantage. Quality and 

cost are important, but 

speed is the key. 

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SEPTEMBER 2012  

▲  

DIGGER

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need to eliminate this process entirely?” 

If you proceed directly to Six Sigma, the 

5 Whys, Theory of Constraints, or other 

tools without asking whether you really 

need those tools, you risk wasting a lot 

of time and energy.