In difficult economic times, it makes sense to streamline the operations of our businesses and our government. Maine has a system that does just that, reducing spending, boosting productivity and creating customer satisfaction.

The system is a process called Lean production.

From 2004-06, the Maine Department of Labor initiated a Lean-based improvement program. In that short time, it generated $6 million in savings and $6 million in further improvements that were never implemented.

Lean was part of Labor’s organizational plan until a year ago; it continues in other departments of state government. Were it in wider use, the state’s budget problems could be solved without the current bitterness and partisan rancor.

From 1986-92, I led Lean-type efforts in two manufacturing plants of a Fortune 500 company, one in Augusta and the other in Boston. The results were dramatic: 75 percent to 125 percent greater productivity and a nearly 25 percent savings in office space used.

New Balance in Norridgewock and Skowhegan, Jotul in Gorham and Lonza in Rockland also use the principles of Lean, which has grown from the 1980’s Total Quality Management business philosophy.

Lean has taught me that problems in industry and government are not generally caused by “people performing poorly,” as their bosses often allege. I believe that inefficient workplaces are due more to a lack of attention given to the process and managers.

Gov. Paul LePage and the Legislature should institute Lean procedures instead of making drastic cuts in employment. I want my tax dollars to go where they are most needed, not to tax strategies that have damaged our economy and employment base for decades.

Mainers should insist on a better, faster and more efficient government by demanding that our leaders put to practice what has been shown to work. We should tell our leaders to Get Lean!

Arthur S. Davis Jr., Woolwich

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