Lean principles have been advocated as effective methods for the improvement of services. Toyota, widely credited with perfecting lean, operates lean under Continuous Improvement and Respect for People (RfP). The theories and tools that have been developed to facilitate this process have effectively delivered service transformation on many occasions. Despite these successes, the elder statesmen of lean improvement acknowledge that it is vulnerable to staff resistance.
Respect for People
Named as a second pillar in lean transformation, RfP, is the rarely discussed human relations side. HR is a topic to make many managers cringe and to which many modern organisations pay lip-service. It is often epitomised by a complex and highly detailed HR policy that is designed to outline which rights an employee is entitled to and what support the organisation is obliged to provide. In many cases it is used to protect both the company and the employee from unreasonable demands made by the other.
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