The Challenge of Principles

We all have some principles we follow in our day-to-day lives. We don’t all follow the same principles. I am a shopping cart returner. I take the cart back. Always. I see you people that don’t, and I don’t understand you. But we all have occasions that test our principles. Lean is no different.

I wrote previously about a hierarchy in lean, where principles come before systems and systems come before processes and processes come before tools, techniques, and templates. As I have reflected recently on the state of my chosen profession and researched what others list as lean principles, I found another of my favored lean authors, Michael Balle, has provided his thoughts on lean values that just might be more practicable than lean principles (http://planet-lean.com/michael-balle-identifies-a-set-of-lean-management-values-to-live-by). 

Balle provides 10 values that are framed as choice – one thing or the other (focus on customer or focus on company for example), and describes the collection as a preferences system. His preferences system aligns well to my previously stated principles of respect for the worker and bringing value to the customer. The choices, however, can be fraught with difficulty. How can you put the customer before the needs of the company? How can you convince individuals to put the team before their own interests? How can you see problems as opportunities instead of blaming issues on others character flaws (I saw you leave your cart to be free-range in the lot)? This lean stuff is difficult, and that is why I think so many people fail at it. You have to really be committed to the principles.

I may have a unique perspective on this (I certainly hope that I am alone in my sacrifices for lean principles). I credit the loss of two jobs in one year to my lean principles. The first I lost against my wishes because I focused on customer value and not on cost reductions. I knew it was a risk, but stuck to my principles. The second I left by choice because there was no respect for the front-line workers. I have said for the last several years that lean was like a religion for me. I didn’t really understand what that meant until recently. As I reflect, I see that meant that I stuck by my principles in the face of dire personal consequences.

Balle writes:

“How adamant are you likely to be about moving according to lean principles when this is visibly politically inconvenient or even dangerous?”

I can honestly answer that I am very likely to adhere to my principles. Why should following simple lean principles of respect for workers and creating value for customers be so difficult? Lean principles applied correctly improve products and services, better utilize resources, and improve the lives of workers. The advice I offer my fellow lean professionals is to know your principles first, and stand by them. Experiment and learn. Without trying new things and seeing the results, one can not truly learn.