The insufficiency of Lean Tradition – Lean meets Kodak Moments

Abstract Little attention in the Lean literature has focused on disruptive events and change. However, there is emerging an awareness of the insufficiencies built into this line of thinking and the way it is conducted in practice. The purpose of this paper is to highlight how underdeveloped Lean thinking is to meet disruptive events or Kodak moments. This case study illustrates how strong commitment to Lean thinking not necessarily helps in critical situations. Following a path turning lean from the initiative top-down to a bottom-up approach, including softer components as knowledge, reflection, culture and involvement. While compensated the situation to some extent, but in general, the lean tool-box was insufficient to align the organization to change. Missing in the change initiative was time for reflection and discussion about what to reflect upon, central part of Hensai. The paper gives insights into how a company with traditional Lean implementation struggles with aligning change with market development. The solar panel industry serve as case study. 17 in-depth interviews have been conducted with people directly involved in the cases.