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| articles:traditional_vs_lss_thinking [2022/05/23 10:48] – rrandall | articles:traditional_vs_lss_thinking [2022/05/23 18:17] (current) – rrandall |
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| | Responsibility is informally assigned and fluid | Responsibility is clearly defined, documented & communicated | | | Responsibility is informally assigned and fluid | Responsibility is clearly defined, documented & communicated | |
| | Process documents require multiple approvals (for the [[articles:how_diffusion_of_responsibility_destroys_quality|diffusion of responsibility]]) | Process documents are approved by the Process Owner | | | Process documents require multiple approvals (for the [[articles:how_diffusion_of_responsibility_destroys_quality|diffusion of responsibility]]) | Process documents are approved by the Process Owner | |
| | Reactive Problem Solving (Fire Fighting) Rewarded | Proactive Problem Anticipation and Prevention Rewarded | | | Reactive Problem Solving (Fire Fighting) Rewarded | Proactive Problem Identification and Prevention Rewarded (e.g., through implementing Risk Mitigation Controls or Process Improvement Activities) | |
| | Improvements primarily driven by Corrective Action | Improvements are proactively driven by monitoring data (e.g., KPIs) | | | Improvements primarily driven by Corrective Action - often ineffective due to [[articles:whac-a-mole|Corrective Action Whac-A-Mole]] | Improvements are proactively driven by monitoring data (e.g., KPIs) | |
| | Use a "Zero Defects" motivational management approach (blaming employees for defects while largely ignoring sub-optimal processes | Focus on reducing the effects of "Common Cause" variations | | | Use a "Zero Defects" motivational management approach (blaming employees for defects while largely ignoring sub-optimal processes) | Focus on reducing the effects of "Common Cause" variations | |
| | Inspection viewed as a "necessary evil" | Inspection recognized as a Risk Control for a sub-optimal process | | | Inspection viewed as a "necessary evil" | Inspection recognized as a Risk Control for a sub-optimal process | |
| | | Place little or no emphasis on cleanliness and workplace organization | Use Visual Management & 5S | |
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