Lean Thinking Evolution Venetian ship builders Carthaginian navy 18 th century RN frigate gun WW2 Boeing B17 bomber Colt Armoury My great uncles WW1 Waltham watch Development of Lean Lean Thinking Evolution ID: 719806
Download Presentation The PPT/PDF document "Lean Thinking Evolution Origins of Lean ..." is the property of its rightful owner. Permission is granted to download and print the materials on this web site for personal, non-commercial use only, and to display it on your personal computer provided you do not modify the materials and that you retain all copyright notices contained in the materials. By downloading content from our website, you accept the terms of this agreement.
Slide1
Lean Thinking EvolutionSlide2
Origins of Lean Thinking...?
Lean Thinking Evolution
Venetian ship builders
Carthaginian navy
18
th
century RN frigate gun
WW2 Boeing B17 bomber
Colt Armoury
My great uncle’s WW1 Waltham watchSlide3
Development of Lean
Lean Thinking Evolution
FW Taylor & Scientific Management
W Edwards Deming
Henry Ford
Masaaki Imai
Schonberger
TWI
Frank
WoollardSlide4
“The Machine that
Changed the World”
Term
lean
first popularised in 1990 bookWomack, Jones & Roos - MIT study
Illustrated performance gap between Japanese & western automotive industriessuperior performance due to “lean production” ‘Lean’ -ie used less of everythingHUMAN EFFORT, CAPITAL, SPACE, STOCK, TIME - in all activities
Lean Thinking EvolutionSlide5
“Lean Thinking”
Lean Thinking
(Womack & Jones, 1996)
Demonstrated application in other sectorsDescribed range of tools & techniquesLean ‘vocabulary’, egKaizen, Kaikaku, Hoshin KanriJIT,
Muda“Lean Principles” put forwardLean Thinking Evolution
“
Great packaging job!”Slide6
Five Lean Principles
Specify what creates
value
from the customers perspective
Identify all steps across the whole value stream
Make those actions that create value flow
Only make what is pulled by the customer just-in-time
Strive for perfection by continually removing successive layers of waste
Lean Thinking Evolution
How valid are the 5 principles today?Slide7
Evolution of Lean
Thinking into 21
st Century
“From Prescription to Contingency”
Four broad stages identified:AwarenessShop Floor
Value StreamValue SystemSee
paper “Learning to Evolve”
Lean Thinking Evolution
Lean exists at 2 levels
Strategic
Operational
Strategic universally applicable; operational tools not universally applicable
Lean
production
for the shop floor tools (TPS); lean
thinking
for strategic value chain dimensionSlide8
Development of Lean Thinking
Sectors
Lean Thinking Evolution
Auto Manufacturing
OEMs, supply chain, 1
st , 2
nd tier
logistics, transportation, retailing
healthcare, defence, local govt
financial services, insurance, legal
repair & maintenance, back office
Distribution
Construction
After Sales Services
Food Chain
Consumer Services
Public Services
aerospace, other manufacturing, process industries
Other Manufacturing
1990
?Slide9
“Lean Solutions”
Solve my problem completely
Don’t waste the my time
Provide exactly what I want
Deliver value where I want itSupply value when I want it
Lean Thinking EvolutionSlide10
Lean in Services...Issues
Impact of
characteristics
of services on approach to process improvementAlso wide diversity /
types of services Nature of value in servicesAdded complexity in
public servicesApplying tools developed for the world of manufacturing????Difficulty in classifying services
Development of new avenues of thought, use of concepts, techniques from other disciplinesLean Thinking EvolutionSlide11
“Systems Thinking”
John Seddon
Lean Thinking EvolutionSlide12
Sustainable System Lean Management
Lean Thinking Evolution
Source: P. Hines, P. Found, G. Griffiths & R. Harrison, Staying Lean, 2007
Lean ManagementSlide13
Top 10 Reasons for Lean Failure
Lack of a clear executive vision
Lack of an effective communication strategy
Failure to create and communicate a real sense of urgency
Poor consultation with stakeholders
Lack of structure methodology and project managementFailure to monitor and evaluate the outcomeFailure to mobilise change champions
Failure to engage employeesAbsence of a dedicated and fully resourced implementation team
Lack of sympathetic and supportive Human Resources policies
Lucey, Bateman and Hines, 2005Lean Thinking Evolution
Development & Latest ThinkingSlide14
Fake Lean & Real Lean:
Learning from The Toyota Way
“90% of problems in business are caused by management, 10% by the workman”
F.W Taylor 1912Lean Thinking Evolution
Respect for People
Continuous
Improvement
Fake Lean
Real
Lean
Emiliani, 2007Slide15
Jim
Womack
Lean Thinking EvolutionSlide16
Lean Leadership
Lean Thinking Evolution
Dan Jones Lean Summit, November 2011Slide17
So What is Lean About?
(more than just waste..)
Lean Thinking Evolution
Mura (Unevenness)
Muri (Burden)
Muda (Waste)Slide18
Muda, Muri, and Mura
Muda -
waste - non value added
Muri – overburden pushing a machine, person, or process beyond natural limits. Leads to long queues. Mura - unevenness - non steady flow; slow down but work steadily. Launch work evenly
Mura and Muri lead to MudaLean Thinking EvolutionSlide19
The Term ‘Lean’
Much debate about its name
Negative connotation
‘lean & mean” etc
Lean’s association with downsizing
W&J ‘regret’ the labelSome confusion“lean sigma”, “lean manufacturing”
BUT: it really does not matter what you call it!Continuous Improvement
xxx Production System, The Unipart Way etcSystems Thinking
Lean Thinking EvolutionSlide20
Lean Thinking Development
Underlying thinking not suddenly invented /emerged
‘Lean’ ways have always existed
Several academics & industrialists have contributed to its development
W&J framework important
Evolving nature & emerging themes‘Traditional’ lean ≠ service leanSustainability a key issuelean management >>> lean leadership
Need for a contingent approachNot prescriptive
Lean Thinking EvolutionSlide21
Lean Thinking is …
Lean Thinking Evolution
Understanding & focus on customer value & demand
Creating capacity to do more
Improving the flow of productive
activities - throughput
Reducing lead time
Continuous improvement
By
Removing
Waste
Taking a whole
system perspective
Improving quality
…
a
Growth
Strategy…an Improvement StrategySlide22
A Lean ‘Business System’…
Lean Thinking Evolution
“A lean business system aims to create
strategic
,
process
and
functional excellence for organisations.
An effective lean strategy
creates/releases capacity
and focuses on activities that are valuable to customers and stakeholders, promotes
effective flow
and a culture of
continuous improvement
and
engagement
.”Slide23
Lean Thinking…In Short
Lean Thinking Evolution
Delivering
appropriate customer
value with the minimum
of resources.Slide24
Holistic Perspective on Lean
Holistic
, ‘systems’ approach to lean improvement
Lean more than simply improving processes through the application of tools Successful
lean organisations… employ lean strategies, apply lean
leadershipunderstand the need for an engaged, empowered workforceMany different ‘lean’ methodologies
Organisations require their own, bespoke solution for sustained implementationa contingent approach
to lean
Lean Thinking EvolutionSlide25
Bicheno’s 5 Revised Principles
Value
for Customers, Stakeholders, and Environment
Waste (Muda)Value demand vs
Failure DemandSystem end-to-end value streams
holistic, integrated, with feedbackFlowAdd value without interruptionMuri (overburden and capacity overload), Mura (unevenness, variation, amplification.)
PerfectionPeople
Lean Thinking EvolutionSlide26
Lean Principles Revised
Bob Emiliani
Lean Thinking EvolutionSlide27
New
Thinking…?
“There is nothing new
under the sun” Ecclesiastes 1:9“There is nothing new under the sun…
…but there are lots of old things
we don't know”. Ambrose Bierce, The Devil's Dictionary
Lean Thinking Evolution