Journey to Lean
Lean implementation
The lean implementation described in the book “Journey to lean”, written by Drew, McCallum Roggenhoffer describes lean, the set of principles, practices, tools and techniques to address the root causes of the operational under performance. Lean is a systematic approach of eliminating the sources of loss from entire value stream in order to gap between actual performance and the requirement of stakeholders.
They authors describes the three kinds of losses as variability, inflexibility and waste. Variability is the deviation from the quality of the product or service. The author describes the seven kinds of losses (transport, inventory, motion, waiting, over production, over processing, defects). The eighth loss is quite interesting which says the failure to use the people’s skill is loss to the organization.
The authors say that for an effective organizational change platform, the organization has to tackle three aspects simultaneously: the operating system, management infrastructure and the mindsets and behavior of the people. The three aspects are described in detail below.
The operating system:
It is the heart of the lean company. It must follow certain principles to add value to customer while minimizing all losses. Individual value streams must be optimized end to end. Lean tools should selectively be applied to eliminate losses. The lean system is designed by Toyota had three key elements: JIT, Jidoka and flexible staffing. The other scientific methods are leveled production, continuous flow processing, takt time calculation, pull system,
The seven principles of a lean operating system are:
1. Create a value stream:
Product families are created based on the demand, product characteristics and process routings.
2. Create flow from beginning to end:
Flow creation reduces the lead time. Identifies the value and non-value adding activities from sales order to customer delivery. The identified non-value added activities must be
The lean implementation described in the book “Journey to lean”, written by Drew, McCallum Roggenhoffer describes lean, the set of principles, practices, tools and techniques to address the root causes of the operational under performance. Lean is a systematic approach of eliminating the sources of loss from entire value stream in order to gap between actual performance and the requirement of stakeholders.
They authors describes the three kinds of losses as variability, inflexibility and waste. Variability is the deviation from the quality of the product or service. The author describes the seven kinds of losses (transport, inventory, motion, waiting, over production, over processing, defects). The eighth loss is quite interesting which says the failure to use the people’s skill is loss to the organization.
The authors say that for an effective organizational change platform, the organization has to tackle three aspects simultaneously: the operating system, management infrastructure and the mindsets and behavior of the people. The three aspects are described in detail below.
The operating system:
It is the heart of the lean company. It must follow certain principles to add value to customer while minimizing all losses. Individual value streams must be optimized end to end. Lean tools should selectively be applied to eliminate losses. The lean system is designed by Toyota had three key elements: JIT, Jidoka and flexible staffing. The other scientific methods are leveled production, continuous flow processing, takt time calculation, pull system,
The seven principles of a lean operating system are:
1. Create a value stream:
Product families are created based on the demand, product characteristics and process routings.
2. Create flow from beginning to end:
Flow creation reduces the lead time. Identifies the value and non-value adding activities from sales order to customer delivery. The identified non-value added activities must be