Lean - Respect for people

Hoje li em Implementing Lean Software Development um comentário contundente sobre a importância deste princípio, colocando-o acima de todos os outros. Em um primeiro momento, achei estranha a argumentação, pois vejo muita importância, também, em identificação do valor, mapeamento do value stream e análise deste value stream para identificação e redução de desperdícios. Mas ao refletir cuidadosamente e conforme fui avançando na leitura do capítulo seis, percebi que concordo sem restrições com o que foi proposto pelos Poppendiecks. O objetivo deste post é repercutir esta idéia e, quaisquer dúvidas e/ou idéias para somar, fiquem a vontade para postar nos comentários.

Segue o trecho retirado da primeira página do capítulo:

“Year after year, Toyota has been able to get more out of its people than its competitors have been able to get out of theirs,”[1] according to Gary Hamel. “It took Detroit more than 20 years to ferret out the radical management principle at the heart of Toyota’s capacity for relentless improvement....Only after American carmakers had exhausted every other explanation for Toyota’s success—an undervalued yen, a docile workforce, Japanese culture, superior automation—were they finally able to admit that Toyota’s real advantage was its ability to harness the intellect of ‘ordinary’ employees.”

[1] “Management Innovation,” by Gary Hamel, Harvard Business Review, February, 2006, p. 74.

Lean is a management system that creates engaged, thinking people at every level of the organization and most particularly at the front line. If you implement all of the lean principles save one—respect for people—you will reap only a shadow of the potential advantages that lean can bring. If you implement only one principle—respect for people—you will position the people in your organization to discover and implement the remaining lean principles.

Bom, that is it.