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The Journey To Lean Transforming The Organization: Getting Leaner-Getting Results Lessons in Leadership Series

The document discusses the principles and benefits of adopting a lean production system. It explains that lean focuses on eliminating waste to reduce costs and increase value for customers. Some key aspects of lean include just-in-time production, respect for people, standard work, and the Toyota Production System. The document encourages leaders to go see problems firsthand, ask questions instead of providing solutions, and foster a culture of continuous improvement where people are empowered to engage in finding solutions.

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Rashi Maheshwari
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63 views18 pages

The Journey To Lean Transforming The Organization: Getting Leaner-Getting Results Lessons in Leadership Series

The document discusses the principles and benefits of adopting a lean production system. It explains that lean focuses on eliminating waste to reduce costs and increase value for customers. Some key aspects of lean include just-in-time production, respect for people, standard work, and the Toyota Production System. The document encourages leaders to go see problems firsthand, ask questions instead of providing solutions, and foster a culture of continuous improvement where people are empowered to engage in finding solutions.

Uploaded by

Rashi Maheshwari
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PDF, TXT or read online on Scribd

Getting Leaner-Getting Results

Lessons in Leadership Series

The Journey to Lean


Transforming the Organization

Tumwater, Washington
March 24, 2011

Carolyn Corvi
Why We Are Here
“We can’t rely on short-term solutions. Short-
term solutions may cause less pain now, but
we need a budget that is both sustainable
and long-term.”

“Let’s work together. Let’s be bold and


courageous.”
Where Do We Begin?
The Toyota Production
System

“There is no magic method. A total


management system is needed that develops
human ability to its fullest capacity to best
enhance creativity and fruitfulness, to utilize
facilities and machines well, and to eliminate
all waste…”
“… this production system represents a
concept in management that will work in any
type of business.”
Taiichi Ohno
Lean Production System

Kaizen
+
Respect for People
Just-In-Time Standard Takt Time
JIDOKA
Producing only
People
Work Production (Autonomation)
• What is needed
• Automation with the
•When it’s needed human touch or
Standard One Piece intelligent automation
• At the right time Material Work-in- Flow
Process • Machines that stop
•Using only the and respond to every
material, equipment, abnormality
labor and space
needed
Operational Pull
Equipment
Availablity Production

Heijunka – Level Production

Cost reduction through elimination of MUDA by harmonizing quality, quantity, and timing.
Focus on the Waste

Lean
Approach Focus Here

10%
Value
Added
90% Opportunity
Eliminate Waste

90% Waste 10%


Value
Added
Focus Here

Typical
Business Traditional
Ignore This
Approach
Identify the Waste

Overproduction

Defects or Poor Time on Hand


Quality (Waiting)

Movement Transportation

Stock on Hand
Overprocessing
(Inventory)
Eliminate the Waste

 1/2 the human effort


 1/2 the space
 1/2 the equipment
 1/2 the inventory
 1/2 the investment
 1/2 the engineering hours
 1/2 the product development time
….then eliminate 1/2 again
The Big Question

What would you do if you had NO more……


 Money

 People

 Machines

 Computers

 Transportation

 New Facilities
Learn by Doing

“Hearing 100 times is not as good as seeing once.


Seeing 100 times is not as good as doing once.”
Taiichi Ohno
Swing for the fences…
or learn to bunt?
Engaging in Solutions
Change requires a light bulb going on in everyone’s head

Simulate Model

Prototype

Test

Photos Courtesy of The Boeing Company


Making It Flow
The system is the product of the people’s efforts

• Creating Capacity
• Improving Quality
• Engaging Employees
• Involving Customers

Photo Courtesy of The Boeing Company


Leadership Challenge

“If you do not know how to ask the right


questions, you discover nothing.”

Dr. Edwards Deming


Leaders As Teachers
“When the problem is clearly
understood, improvement is possible.”

 Go, See, and Learn


 Ask Questions Instead of Providing Solutions
 Encourage Innovation
 Foster Trust and Engagement
 Demonstrate Commitment and Understanding
 Turn Up the Heat
 Create a Workplace Where Continuous
Improvement Becomes a Way of Life
You Can Be A . . . .

 Change Initiator

 Change Implementer

 Change Adopter
The Endless Journey to Lean

“Having the spirit to endure the training


is the first step on the road to winning.”
-- Taiichi Ohno

 Leaders as teachers
 Empowered teams
 Connecting  Self-sustaining culture
successes of improvement
 Engaging the value
stream
 Learn
 Do
 Education
 Awareness

People link the system


Improvements
Years Months Days Hours Minutes Seconds
measured in:
A Parting Thought

Lean is not a manufacturing


tactic or a cost reduction
initiative. It’s a management
system that applies to all
organizations. It requires
courage, conviction, willingness
to take risk and a “leap of faith”.

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