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--- articles:traditional_vs_lss_thinking [2022/05/23 10:00] – rrandall
+++ articles:traditional_vs_lss_thinking [2022/05/23 18:16] – rrandall
@@ Line 7: / Line 7: @@
 |  Managers primarily Supervise (direct) personnel  |  Managers mentor and develop personnel to constantly improve their process  |
 |  Responsibility is informally assigned and fluid  |  Responsibility is clearly defined, documented & communicated  |
-|  Reactive Problem Solving (Fire Fighting) Rewarded   |  Proactive Problem Anticipation and Prevention Rewarded  |
+|  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  |
-|  Improvements primarily driven by Corrective Action  |  Improvements driven by data analysis  |
+|  Reactive Problem Solving (Fire Fighting) Rewarded   |  Proactive Problem Identification and Prevention Rewarded (e.g., through implementing Risk Mitigation Controls or Process Improvement Activities)  |
-|  Use a "Zero Defects" motivational management approach  |  Focus on reducing the effects of "Common Cause" variations  |
+|  Improvements primarily driven by Corrective Action (often hampered by [[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  |
 |  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  |