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The mortal enemies of sustaining lean--Many companies successfully launch lean initiatives, but fail to sustain them

机译：维持精益生产的致命敌人-许多公司成功实施了精益生产计划，但未能维持

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"We just can't seem to sustain our lean initiatives." "The implementation went fine, but three months later we were back to where we started." "Why is it so difficult to sustain this? It just shouldn't be this hard".These and similar comments about sustaining lean are very familiar. Sustaining even the simplest elements in an improvement initiative is often the biggest obstacle to actually realizing lean manufacturing's long-term benefits.I submit that many organizations that have difficulty maintaining lean's gains have difficulty changing almost anything of substance. At some companies, even changing an organizational reporting structure resists permanent transformation. Lean change is no different from other changes of major importance except for one notable exception. It's so easy to drift back to the prior state that "sort of worked OK," even when that way is really costly, slow, and sometimes pretty ugly.
机译：“我们似乎无法维持我们的精益计划。” “实施情况很好，但是三个月后，我们回到了开始的地方。” “为什么这么难维持呢？这不应该那么难”。这些和类似的关于维持精益的评论都非常熟悉。在改进计划中即使维持最简单的要素，也常常是实际实现精益制造的长期利益的最大障碍。我认为，许多难以维持精益制造收益的组织很难改变任何实质性内容。在某些公司中，即使更改组织报告结构也会阻止永久性的转变。精益变化与其他重要变化没有什么不同，除了一个显着的例外。退回到先前的状态非常容易，以至于“工作正常”，即使这种方法确实非常昂贵，缓慢且有时很难看。

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