**6. Concluding thoughts**

Organizations across globe in pursuit of competitive advantage has a history of having implemented a variety of policies and strategies to gain competitive advantage. However, all such attempts are not accompanied by successes, rather many face obstacles and failures in the implementation of these programs. Organizations invariably turn the blame on to staff commitment and performance. Confirming the same as applicable to successful implementation of lean programs and achieving the benefits depends on the quality, preparedness and readiness of the human capital. Therefore, the organizations should know, the men behind the machines. If employees are not adequately taken into confidence in the implementation of lean programs, the benefits will not accrue. This is because, mostly imperfections marred implementations in supplier ecosystem.

Recent years when there is a global rise in evangelism over lean with coherent and persuasive arguments, there are a very few self-conscious attempts to critique this methodology from academic community. The criticisms are never an assurance of value when adequately considered during lean implementation but if not done, then research community fails in its fundamental responsibility to ensure subjugation of philosophy to insidious academic scrutiny to loosen the grip of vested interests on a management dogma and subsequently bring down totalitarianism. Else, blind following of assurances of wizardry by a technique will reap disappointing performances forcing the gullible professionals taking cover behind another hype and move with the tide, but failure modes never comes obvious for an open debate. Choice of blending a cocktail of tools is part of building technical rationality, but if it disempowers the human factor, then it brings a crisis. Failure of Just-in-time, absence of safety stock, and field defects creates an opportunity cost attributable to the methodology. In the aggression to remain lean, even CSR and employee welfare spending may get treated as non-value adding. Management experimentations thrive where collective deliberations are minimally promoted, which means, democratic values in industrial relations are not of prime importance, rather it means trade unionism must fail. The fundamental axioms of enterprise unions such as healthy, safe, fearless, work environment that assures indiscriminate treatment and respects individuality of thoughts and deeds; and people are permanent assets are destined to remain in chapters. Constancy of workforce is a wild assumption in Lean.

By performing current research author has proved that if arguments mentioned above are taken into consideration and are actually managed then companies has all prerequisites to achieve its desired targets in terms of lean – meaning successful lean implementation. At last, creation of the lean as a value system is central part of the model; it drives all other steps and thus is main critical success factor for the successful lean thinking implementation. Thus, the initial proposal is true – on of the reasons of failure of lean thinking implementation process is absence of company's vision of its lean initiative in the form of lean strategy as a form of their unique lean value system.

The findings of this study are only the tip of the iceberg. There are a lot of questions which should be answered in this area. Even while failures are rampant, still corporate herd around Lean, what all could be the driving factors? How to study a Production System? Are these philosophies still relevant today in the times of robotic automation? Are there other ways to study lean system without visiting a site what will be the output of such a travel?

Another question which might arise is how to create own lean value system representation – where and how to start. And there are more such questions. To answer all of them the ultimate goal has to be achieved – Development of the

*Analysis, an Anathema: Is That a Fervent Diatribe of Lean? DOI: http://dx.doi.org/10.5772/intechopen.96166*

curated model of successful lean implementation. This model should incorporate Process, People and technology aspects for all manufacturing process types facilitating assessment of the financial feasibility of implementation as well. Ultimately, the transformation must lead to lean capital needs and generous labor needs to assure and ensure an all inclusive social economic growth, which is part of corporate social responsibility which every corporate strategy has to support.
