The philosophy and practice of lean have taken hold at large manufacturers around the world. Now smaller manufacturers are adopting it as well—and in the process discovering the myths around lean.

Lean transformations don’t stop at the shop floor—not if they’re going to succeed, anyway—yet the myth persists that lean transformations are comprehensive on their own.

When a manufacturing organization changes its ways of thinking, working, and decision making, it must also make corresponding changes to the larger organization’s governance structures, processes, and planning activities. Leaders who fail to address key areas of the business beyond the shop floor are at serious risk of stalling lean transformations in their tracks.