Many organizations might be surprised to learn how little we really focus on those activities that create real customer value. It is quite common that the organizations reward so-called “occupancy”. This phenomenon is often due to the fact that it is not always entirely clear what exactly should be done.
- What are our most important activities – where is real value created for the customer?
- Do all of our employees know how their actions create customer value and what activities do not support it (which are a waste)?
- Does our organizational culture and processes support the implementation of the LEAN way of thinking and ongoing improvement/learning?
- What is our managers’ current and desired ability in implementing LEAN and managing innovations associated with thereof?