I think one of the problems is that people see labels and think they are being singled out on purpose, for some reason (related to. A host of issues which may or may not be directly linked to that specific person, product group, or team), instead of seeing it as just a visualization of what is occurring with things like Kanban as a visualization.
The other problem is that management often adopts ideas like Kanban, 5s, and others, to solve a problem after being shown “how simple” it is to solve the problems with that solution. This, 95% of the time, tends to leave out the fact that the visualization, organization, or other tool is just that – a tool. It is not the solution but a cog in the machine that is the solution.
Many times teams and companies are very good about “briefing” people about what is coming down the pipe, then they rely on these tools to solve the problems with the process along the way forgetting that “debriefing” is one key that if done regularly and consistently and that drives changes to how the system is setup and functions it will help to spur the changes necessary to make a difference.
There are no “easy”, or “one-step,” solutions. There are methods and tools, but they require constant maintenance, upkeep, and upgrades (in terms of thinking about how the process will need to work to function better or properly) to continue on the right path.
I am a huge fan of the “see-the-need, meet-the-need” process, and Kanban can be great for that, but it does require maintenance and upkeep and forward thinking coupled not just with briefing ahead of time but time and labour intensive debriefing to actually solve the problems.