Lean Management is…
If someone tells you that “lean management is this” and not something else, if someone puts it in a box and ties a bow around it and presents it in a neat package with four walls around it, then that someone knows not of what they speak. Why? Because it is in motion and not a framed picture hanging on the wall. It is a melody, a rhythm, and not a single note.
Lean management is generally derived from the Toyota Production System as developed by Taiichi Ohno, Shigeo Shingo and others over a forty year period. It began with efforts to reduce die change time on the stamping press which then allowed for a reduction of in-process inventory and this became just-in-time inventory management. This resulted in the need for less warehouse space, fewer forklifts, unnecessary space, etc. Once the flow of work can be interruption free, free of materials sitting, standing, and redo-loops, waste is eliminated. Lean is the elimination of waste. But, more importantly, lean is continuous improvement in all work processes.
In order to improve the work of the die press and reduce waste Shingo did not instruct the workers. He asked the workers to think. He challenged them to innovate and find ways to speed the process by eliminating unnecessary activities. The workers who operated the press and changed dies worked as a team and together they solved problems and sought improvement. It was the front line workers, who were on-the-spot, and who were truly the world’s greatest experts in their work, who experimented, watched the data, and learned from the facts.
This model of improving the work process by those who do the work, by those who are on-the-spot, is the essence of lean management. The model of Shingo asking the work team to think, to experiment, and to learn from the data, is the model of lean management. It is management that is humble and not arrogant. It is management that observes, encourages, challenges, and learns. It is management that gathers the facts, encourages experimentation, and spreads best practices. It is management that practices what they preach to others. This model was quickly copied by Honda and other Japanese companies and has now become the standard of world class manufacturing. And, it has become the standard for management in all types of work settings. Lean is a moving target because, at its heart, lean is a process of learning and improvement. It cannot be defined as something that is standing still or fixed. It is not simply mimicking what happened at Toyota or anywhere else. And, most importantly, it is not a kaizen event, a project, or something done by a consultant. It is best captured as a philosophy rather than a particular method or technique. If you don’t have the philosophy, you don’t get it.
|