Affiliations: Lean Advancement Initiative, Massachusetts Institute
of Technology, Cambridge, MA, USA
Note: [] Corresponding author: Dr. Ricardo Valerdi, Lean Advancement
Initiative, Massachusetts Institute of Technology, 77 Massachusetts Ave.
E38-602, Cambridge, MA 02139, USA. Tel.: +1 617 253 8583; E-mail: rvalerdi@mit.edu
Abstract: Due to the growing recognition of the importance of plasticity and
adaptability in organizations, many enterprise leaders have sought to integrate
transformation processes and continuous improvement goals into strategic
planning efforts. Assessment tools provide the necessary insights to support
and guide enterprise level transformation efforts. They contribute a multitude
of information, including the current state of the organization, strengths and
weakness, and team cohesion and prioritized needs; all of which assist in
planning and guiding ongoing transformation efforts. In this paper, we examine
a specific assessment tool (LESAT, the Lean Enterprise Self-Assessment Tool),
and associated ways of analyzing and interpreting assessment results in order
to drive the transformation process. The insights draw from a combination of
strategies including developing measurement tools, experiences collecting data,
facilitating self-assessment exercises, and interpreting results in support of
transformation planning. In addition, we examine common mistakes and threats to
validity that may undermine or hurt the assessment analysis. This paper is
designed to aid practitioners in choosing the most beneficial interpretation
strategies to gain the greatest possible benefit from their assessment
process.
