One of the best ways ive found to teach people about the components of a philosophy lean in particular is to compare the basic elements of that philosophy to something familiar to everyone like the structural elements of a house—a foundation the floor two pillars and the rooF. Unlike a real house it seems to work better if we describe this one by building it from the top down instead of from the bottom up. In the leadersights or vigorous learning philosophy customer satisfaction serves as the roof providing lasting shelter from the elements of a hostile global economy. We all know that without satisfied customers who continue to consume our products or services and to tell other people about them we wont survive in the market. Just-in-time—which represents the structural components that make our system work daily—and jidoka— which represents the management systems that place the needs of people over the needs of machinery—form the structural and operating pillars of our system; they support the roof. 

                 Unless these two elements work together we wont be able to produce or deliver effective results and the roof will collapse. iIt is important to note that in this two-dimensional 2d metaphor there are only two pillars. To have more would allow at least one to fail without the inevitable consequence of the roof collapsing. Both pillars have to be strong and both require continuous maintenance and improvement. The floor and foundation represent the critical base of this sustainable framework. Satisfaction on the job for all employees at all levels is the floor; dynamic stability the foundation. 

             These two chunks secure the future and the subsequent chapters of this book will build a case for constructing them in actual workplaces. Without defining nurturing and improving the underlayment of satisfaction and dynamic stability the system cannot survive. if the floor and the foundation are weak the roof is going to come down no matter how strong the pillars. Leadersights satisfaction many people work under the assumption that a happy worker is a productive worker and that happiness and satisfaction are the same thing. 

              We can probably make the argument for a similarity between happy and satisfied since both are influenced by the same factors but is a happy worker necessarily a productive worker every workplace has people who seem to love being there. They show up every day and genuinely enjoy interacting with their coworkers whom they view as friends. Theyre interested in catching up on everyones weekend college class or anything else going on in life. 

          They get along with everyone and everyone seems to like them but they never seem to get any work done. There are also people in the same workplace who always appear to hate being there. They may enjoy the work but if they do its not apparent to anyone else because they always seem grumpy about something usually about the amount of work assigned to them. ironically in many cases leaders do give these particular people more work knowing that such individuals will always get it done on time.

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