**5.4 Cause and consequence**

A proactive extended Failure Modes and Effects Analysis that maps potential failures to their possible consequences. A systematic assessment of systemic failures in Lean is essential to ensure erosion is value is prevented and savings to be sustained. The major sources of failures observed in this study are management, competency, communication, leadership, teaming, performance measurement, suppliers. Every source has their own set of categories of failures. Management with their lackadaisical attitude, uncommitted sponsorship, under budgeting resources, and ill-informed as major categories contribute to failure. Under competency identifies, inadequate and ineffective learning and development programs in lean have been contributing to failures. Communication as another source of failure identifies weak and limited broadcast that lacks conviction. The leadership quality as a source is another concern, when process identification, project identification, ensuring cooperation and breakthroughs are identified as categories of failure. Teaming is another source of worry, when team displays disloyalty, non-committal, under involved, uncertain, incompetence as categories of failures. Performance of a project is another source of worry as data, measurement, analysis, reporting, action orientation are categories of concern. Suppliers are another significant source of failure, as categories such as poor-quality supplies, and delayed supplies are major categories that attribute to Lean initiative failures. All the categories may be subjected to intense independent Root-Cause Analysis from all the 7 M dimensions such as man, money, material, method, machine, measurements and milieu can reveal the ultimate root causes which when acted upon will help in arresting repeat failures. Collective analysis of these root causes enables organizations to plan preventive actions against potential failures.
