"Unlike mainstream approaches, Lean thinking accepts that we do not know the shape and form of the solution beforehand. Thinking is about defining what the outcome should look like. Although this kind of thinking is rarely easy, it helps in avoiding the typical frame blindness of solving the wrong problem because you’re fixated on a specific result and/or method.
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The aim of Lean thinking is to grapple with the situation until one can scope out how to make the world a better place by moving forward in an improvement direction. The basic assumption is that the world will never be fully known or understood, and we respect that it retains some of its mystery even as some improvement dimensions become clearer.
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The more that we learn through kaizen at the workplace, the more we see that we don’t know how to do what we need to do. That’s why we need to commit to a learning curve rather than an action plan. This is another radical departure from mainstream thinking in that it’s less about fixing the immediate problem. The question is: how do we create the conditions for learning?Here again, Lean thinking differs fundamentally from the mainstream “get it done” action plan. You can make people execute an order, but you can’t force them to learn.”
Trechos retirados de "The Lean Strategy" de Michael Ballé, Daniel Jones, Jacques Chaize, e Orest Fiume.
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