[11] Reasons why ‘Lean’ or ‘Continuous Improvement’ doesn't stick or work in most organizations.

1. Not used as an overall business strategy and management philosophy by the CEO/President.
2. People vs. process dependent (not balanced correctly) business running on superstars only!
3. Management is too focused on using only the "tools" of the TPS [a.k.a. Lean], so, they push newly
created programs, certifications, and banners down on the mid-level management/workforce.
4. All functions/departments are not involved and synchronized.
5. Conflicting departmental goals and metrics [managing by the results/numbers].
6. Good for the workers, but not for the senior leaders [must start at the top].
7. Forgetting about the integration of suppliers and vendors (they must be trained and directly
integrated into the process).
8. Lack of a common goal; i.e., embedding a laser-focus on the customer throughout the entire
organization.
9. Management is stuck in a "command-and-control" mode.
10. People who are doing the work are not empowered to develop new improved processes.
11. It is just an add-on program in patchwork fashion.