What is it that makes chance, especially in a system of production, so difficult? Why do manufacturing managers, first-line supervisors, and operators (among others) tend to be reluctant to make change, even when it has become apparent that extensive problems exist in the current system of production? I believe there are two factors that serve to make significant change in manufacturing a very difficult task to accomplish. First are the mental barriers that employees typically place on such an initiative. They sometimes have an extremely difficult time allowing themselves to become "flexible workers." This is because the old system (batch production) does not typically call for flexibility, but rather for strict compliance to a set of operating rules requiring the worker to stay busy producing parts, components, and finished units even if, at the time, there are no firm orders for the finished units in question. The second factor has to do with the depth of dedication required by all concerned to make change a true and lasting reality.

Making big change requires work very often, very hard work! Making big change is also disruptive to the things people have become accustomed to and feel they should be busy doing. In addition, big change usually requires a big commitment in terms of the time and energy that typically must be applied. If all this leads you to believe I am somehow implying that people do not like change, especially big change, then I would say we are now precisely