Team Leader - Business Intelligence, Performance and Improvement Manager
Hampshire County Counil

 - Leadership that aren't well  informed or aren't committed to listening

 - Concept or belief that it is a toolkit...underestimates the value of the lean culture aspects

 - Need common language and perception of what CI/Lean is.... or there is a disconnect   lack of understanding

 - Adopting it for the wrong reasons....just to save money....it  may not, so they drop it

 - Changes of leadership can cause a collapse....eg police

 - Comcell - quick meeting culture to set up the day / next step   raise new idea   and keep everybody informed

 - Not having the tools or channels set u....to enable CI to happen after the consultants have left the building

 - Fliiping the triangle....always underestimates how long this takes   Requires trust in the process

 - Done by somebody with a belt.....and the BAU doesnt have the time to do it

 - Not having it as a team culture

·        at Toyota the product is a car.... very defined and unambiguous...teaching or services have are a lot more wooly  

·        Toyota did this very much from the top and it was driven into its DNA   replicating a culture seems to be not possible  

·        We maybe have a rose coloured  view of Toyota  

·        This is our success , not Toyotas and it is different, but not necessarily less successful  

·        We may never be the same, as successful as Toyota, but that doesn't mean we are not successful  

·        Tangible measure are difficult to get...data isn't available, so it is difficult to evidence the value - to the team or leadership  

·        Services have a subjective customer voice quality that makes it  more complex  

·        Humans like a beginning and an end....does CI go against this trait, as there isn't an end  

·        People like to slip back into their old ways  

·        Bad KPI and create bad behaviour / outcomes