Everyone knows that becoming Lean is a gradual ongoing process. Some gains, particularly those involving value stream maps, may have a significant impact on reducing lead time and associated costs. However, other gains, such as applying the 5-S system, contribute to the overall success but in smaller increments.

Gradual ongoing gains may also be realized from applying Lean concepts in quality management systems (QMS). From experience, many organizations have implementation problems and are heavy on documentation for reasons such as:

• The belief that all tasks require work instructions or procedures
• One person owns the QMS. As a result he or she is free to introduce additional items (procedures, forms, frequency of events) without real evaluation of the impact on leanness
• The QMS has redundant and/or more-frequent-than-needed tasks. This includes the circulation for signature on an updated document or over-documenting a simple step
• Copies of documents where they are NOT needed
• Change of the QMS guard which  means adding more documents. Usually, it is easier to add than eliminate documents thinking that all existing documents are needed (or they would not be there in the first place!!)
• Just in case mentality: thinking that having more would likely impress the external auditor

How do these examples affect leanness?

 I am sure that there are many examples and questions about this issue.  A [1] Lean QMS group on LinkedIn was started to share ideas and experiences. Please join as it is open for all!