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Show Hilltop Times May 13. 2004 Wrong use makes Lean 'mean' Warthog repair by Jim Womack Lean Enterprise Institute president I recently had lunch with an old colleague from Massachusetts Instituted Technology whom I hadn't seen in a while. His first question was, "What new ideas are you working on? Surely you're way beyond 'Lean' by now." That question was just what I expected from a professor, whose life is a quest for the next new idea. Since our work at the Lean Si 7" Photo by Master Sgt. Scott Wagers Tech. Sgt. Michael Emmendorfen, 649th Combat Logistics Support aircraft after it was riddled with Squadron, patches holes on fire over Baghdad. Sergeant Emmendorfen and other members of Hill's battle damage repair team are featured in the May issue of Airman magazine. To obtain a unit subscription, Airman at afnspubafnews.af.mil. A-- anti-aircra- ft THy I n r . i company and its employees. At the same time, governments seem to have little interest in helping people transfer to new activities when waste is removed Enterprise Institute is about deploying useful ideas that are from mature industries. We at Lean Enterprise Institute never already familiar (ratherthan just talking about them), I let his receive inquiries from governments about how more people question pass. But his next comment demanded an answer. can be taught Lean concepts so they can find useful roles in new "How can you advocate ideas that improve efficiency but destroy industries. And we rarely receive inquiries from the mature eduthe technical schools and universities largely jobs? What the world needs now is more work, not just more cation industry funded by governments about how everyone can be exposed productivity." In other words, "Lean is mean." That one got me mad. As I look at the world, we have an to Lean thinking. So instead of thinking about new uses for human effort, the enormous surplus of waste in every industry and human political process mostly thinks negatively about how to preserve activity. Our challenge is to convert the waste required to perform the present, with trade barriers being the easiest option. But many current activities into new capacity to perform needed to repeat: Standing still can never be a successful strategy for a activities. So Lean thinking must be a big part of the solution. country, any more than for a company. My own feeling is that we in the Lean movement haven't made By itself, lean can't be mean, as my former colleague implied. Problems can only arise from the way lean is used. I frequently our voices heard about the need for help in moving people to encounter firms using Lean in a negative manner: "We'll take new activities and for training everyone to be a lots of people out of this process and more people out of that Lean thinker. I would be very interested in hearing from the process and maybe we will be able to survive for a while in our Lean community about how we can take steps to at least insure that every employee (and student) everywhere understands highly competitive, mature industry." They simply have no plan for growth, using the resources freed Lean thinking. This is the best way to be sure that Lean is never up. But standing still can never be a successful strategy for a mean. process-focuse- d, STARTS TODAY SHOP SPECIAL HOORS 9AM 9PM st la into SAVE r i- - L r-- . nn DOUBLE - iGr7 TJsn f I flJyJg0 12.99 25 OFF L.E.I. SUNGLASSES- - iv ......... . - f SALE 19.99 NICK & NORA BEACH TOTES W il ..." Orig. $25. 1- 3t: tote?' flip - l kf ? flh ih' 1 flops SCOTT PIQUE POLO Orig. $15. Solids J "iSr pursemirror - A 9MI.B 1 1 QCi ERIKA DRAWSTRING SHORTS i i f iI I J ... Orig. $18. av - ' 'iV-i- , jm V SALE cosmetics bag tV. Misses ""SALE "Orig. $18 y X ) STOREWIDE 0 SALEPS gl. 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