Download Presentation - The PPT/PDF document "Lean Thinking Evolution" 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.
Presentation on theme: "Lean Thinking Evolution"— Presentation transcript:
Slide1
Lean Thinking Evolution
Slide2
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 watch
Slide3
Development of Lean
Lean Thinking Evolution
FW Taylor & Scientific Management
W Edwards Deming
Henry Ford
Masaaki Imai
Schonberger
TWI
Frank
Woollard
Slide4
“The Machine that
Changed the World”
Term lean first popularised in 1990 bookWomack, Jones & Roos - MIT studyIllustrated 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 Evolution
Slide5
“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 forward
Lean Thinking Evolution
“Great packaging job!”
Slide6
Five Lean Principles
Specify what creates value from the customers perspective Identify all steps across the whole value streamMake those actions that create value flowOnly make what is pulled by the customer just-in-timeStrive 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 21st Century
“From Prescription to Contingency”Four broad stages identified:AwarenessShop FloorValue 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 dimension
Slide8
Development of Lean ThinkingSectors
Lean Thinking Evolution
Auto Manufacturing
OEMs, supply chain, 1st , 2nd 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 completelyDon’t waste the my timeProvide exactly what I wantDeliver value where I want itSupply value when I want it
Lean Thinking Evolution
Slide10
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 servicesDevelopment of new avenues of thought, use of concepts, techniques from other disciplines
Lean Thinking Evolution
Slide11
“Systems Thinking”
John Seddon
Lean Thinking Evolution
Slide12
Sustainable System Lean Management
Lean Thinking Evolution
Source: P. Hines, P. Found, G. Griffiths & R. Harrison, Staying Lean, 2007
Lean Management
Slide13
Top 10 Reasons for Lean Failure
Lack of a clear executive visionLack of an effective communication strategyFailure to create and communicate a real sense of urgencyPoor consultation with stakeholdersLack of structure methodology and project managementFailure to monitor and evaluate the outcomeFailure to mobilise change championsFailure to engage employeesAbsence of a dedicated and fully resourced implementation teamLack of sympathetic and supportive Human Resources policiesLucey, Bateman and Hines, 2005
Lean Thinking Evolution
Development & Latest Thinking
Slide14
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 1912
Lean Thinking Evolution
Respect for People
Continuous
Improvement
Fake Lean
Real
Lean
Emiliani, 2007
Slide15
Jim
Womack
Lean Thinking Evolution
Slide16
Lean Leadership
Lean Thinking Evolution
Dan Jones Lean Summit, November 2011
Slide17
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 addedMuri – 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 evenlyMura and Muri lead to Muda
Lean Thinking Evolution
Slide19
The Term ‘Lean’
Much debate about its name
Negative connotation‘lean & mean” etcLean’s association with downsizingW&J ‘regret’ the labelSome confusion“lean sigma”, “lean manufacturing”BUT: it really does not matter what you call it!Continuous Improvementxxx Production System, The Unipart Way etcSystems Thinking
Lean Thinking Evolution
Slide20
Lean Thinking Development
Underlying thinking not suddenly invented /emerged
‘Lean’ ways have always existedSeveral academics & industrialists have contributed to its development W&J framework important Evolving nature & emerging themes‘Traditional’ lean ≠ service leanSustainability a key issuelean management >>> lean leadershipNeed for a contingent approachNot prescriptive
Lean Thinking Evolution
Slide21
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 Strategy
Slide22
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 improvementLean 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’ methodologiesOrganisations require their own, bespoke solution for sustained implementationa contingent approach to lean
Lean Thinking Evolution
Slide25
Bicheno’s 5 Revised Principles
Value for Customers, Stakeholders, and EnvironmentWaste (Muda)Value demand vs Failure DemandSystem end-to-end value streamsholistic, integrated, with feedbackFlowAdd value without interruptionMuri (overburden and capacity overload), Mura (unevenness, variation, amplification.)PerfectionPeople
Lean Thinking Evolution
Slide26
Lean Principles Revised
Bob Emiliani
Lean Thinking Evolution
Slide27
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
