WHAT IS LEAN?
‘Lean’ has many names and associated monikers: organisational development, lean six sigma, kaizen, operational excellence, system excellence, Toyota Production System (TPS), Oobeya, Gemba, 5S, and many more.
The basic methodologies were introduced in the early 1900’s and further developed in the 1950’s onwards by Eiji Toyoda and Taiichi Ohno of the Toyoda Motor company, later to become the Toyota Motor Company.
Two other gentlemen who helped shape the Toyota Production System were Shigeo Shingo (Shingo Institute), a quality consultant hired by Toyota, who assisted in the implementation of quality initiatives; and W Edwards Deming (Deming Society) who brought Statistical Process Control to Japan.
The guiding principle of the Lean model is about helping organisations to drill down into what their customers actually value about your product or service, and to optimise your processes by cutting out ‘waste’ - these are things that take time and resources but, in reality, add no value to the customer. This ensures that 1) your service flows smoothly, and 2) you achieve maximum productivity and performance with the fewest resources.
The TPS system (also referred to as Toyota culture change or Toyota training program) consisted of four key principles (the 4P’s):
The basic methodologies were introduced in the early 1900’s and further developed in the 1950’s onwards by Eiji Toyoda and Taiichi Ohno of the Toyoda Motor company, later to become the Toyota Motor Company.
Two other gentlemen who helped shape the Toyota Production System were Shigeo Shingo (Shingo Institute), a quality consultant hired by Toyota, who assisted in the implementation of quality initiatives; and W Edwards Deming (Deming Society) who brought Statistical Process Control to Japan.
The guiding principle of the Lean model is about helping organisations to drill down into what their customers actually value about your product or service, and to optimise your processes by cutting out ‘waste’ - these are things that take time and resources but, in reality, add no value to the customer. This ensures that 1) your service flows smoothly, and 2) you achieve maximum productivity and performance with the fewest resources.
The TPS system (also referred to as Toyota culture change or Toyota training program) consisted of four key principles (the 4P’s):
- Philosophy – The Company is a vehicle for adding value to customers, society the community, and its associates.
- Process – When leaders follow the right process they get the right results, including long term cost reduction and quality improvement.
- People and Partners – Add value to an organisation by challenging its people and partners to grow and become more skilled and confident.
- Problem Solving – Continuously solve root problems to drive organisational learning and create consistency.
SOUNDS EASY?
The principles and practices of Lean working are simplistic and developed over a 90-year period. While they have evolved by trial and error over many decades, and many prominent people have contributed to their development, the principles and practices are, in reality, not easy to implement, which many companies will attest too.
Lean training implementation requires a commitment and support by management, and participation of all personnel within an organisation to be successful.
Lean training implementation requires a commitment and support by management, and participation of all personnel within an organisation to be successful.
WHY DO THE IDEAS DISTILLERY, AS ISO CONSULTANTS, DELIVER LEAN PROGRAMMES?
Modern day Lean has not drifted far from the basic principles of its founders, but Lean methodology would not be Lean if we did not follow the philosophy of continuous improvement, which is exactly the same principle of all ISO standards.
Like ISO implementation should be - the way we practice it - one size does not fit all. Organisations who embark on a Lean journey must adapt the tools and methodologies of ISO and Lean to meet their own needs and requirements.
Also like ISO implementation, the starting point for all organisations is to define their purpose, visions and their mission. It is much very like deciding where you want to go and developing a road map or travel itinerary of how you are going to get there. Or, as Lean puts it, “a vision without a plan is only a dream.”
Like ISO implementation should be - the way we practice it - one size does not fit all. Organisations who embark on a Lean journey must adapt the tools and methodologies of ISO and Lean to meet their own needs and requirements.
Also like ISO implementation, the starting point for all organisations is to define their purpose, visions and their mission. It is much very like deciding where you want to go and developing a road map or travel itinerary of how you are going to get there. Or, as Lean puts it, “a vision without a plan is only a dream.”
ISO, LEAN AND CONTINUOUS IMPROVEMENT
The key principle of both ISO and Lean management is continuous improvement. Like a new management system, Lean is not just an addition to existing initiatives - for it to be effective it has to become a way of life and seen as the norm.
Lean is a philosophy and a set of principles, concepts and methods that allow employees and managers to analyse their processes with the aim to achieve significant results by striving to create value without waste. In short: Involving all employees in adding value to the business on a daily basis by adopting a culture of self analysis, continuous improvement and lean thinking.
Lean is a philosophy and a set of principles, concepts and methods that allow employees and managers to analyse their processes with the aim to achieve significant results by striving to create value without waste. In short: Involving all employees in adding value to the business on a daily basis by adopting a culture of self analysis, continuous improvement and lean thinking.
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