I think you will spend 100 seconds reading this post
Here is a nice article from Quality Digest author Tripp Babbitt: Are You a Sheet or Shelf Thinker?
I’m not an expert in the Vanguard method, though I recognize it’s an interesting approach and one that focuses on the real place (gemba).
What Tripp mentions in his article is that people trying to improve should first go and see the place first before trying to do something. And most of all, not blindcopying tools used elsewhere.
What would be the consequences of using tools? Well, pick in the following list, but chances are that all apply:
- the tool might not be adapted to the actual situation under consideration (from a systems thinking point of view, we would say it does not have “requisite variety”)
- the tool didn’t grow out of the people’s mind in the actual place. As a consequence, their mind is not acquainted to it: this is how we tag people as being “change resistant”, when the change agent is in fact “people resistant” (or a tool head)
- applying the tool steal the thinking and the corresponding learning of their own place of the people whom you’re about to subdue with it. What kind of respect in this?
- trying to apply a tool to a situation which you’re not an expert of (because this actual situation is as different as the other one where you took the tool from just because people are different, along with the environment, organization, etc. Different variety, that is) will make you look arrogant and pretending you have the requisite variety (false, of course). Moreover, who said you had requisite variety with respect to the place you took the tool from? Where you an expert there anyway? If yes, you’re not an expert here. If no, that doesn’t make you an expert here and now either.
The Lean coach should make his own this quote from Socrates: “I know that I know nothing“.