Consider how its supposed big cost-saver in health — the John Black and Associates lean model — has produced no tangible evidence of actual savings, but plenty of evidence that it it has created a new bureaucracy within the already-bloated health bureaucracy.
In Regina, there are now no fewer than 36 government/health region employees with the term “Kaizen” in their title — JBA’s lasting legacy of lean — including six Kaizen directors, 12 Kaizen specialists, lean specialists, workflow specialists, directors, Kaizen promotion office specialists, surgical Kaizen specialists, communication specialists, “Kanban” specialists, conference administrators, standard work and replication specialists, measurement specialists and certification and training specialists.