There are many well-documented lean successes in manufacturing applications. However, service organizations and administrative processes within manufacturing companies often struggle with applying these concepts. A big problem is that companies tend to focus strictly on lean “tools” and fail to fundamentally change how work is performed and how it flows. When an initiative fails to become part of a service culture, employees become discouraged.

Another pitfall of many lean office and service efforts is the lack of alignment to an organization’s strategy and key business objectives. Upon learning a new tool, people tend to go out and seek an application. Such well-intended efforts do not always provide the results expected because they are not aligned with the key objectives of the business, or do not address a key business need.

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