Guiding principles that help in learning to think Lean
Principle refers to the People’s way of thinking. It is also called mindset.
These Principles are the starting point for KAIZEN™ (Changing for the Better) and are embedded in all the tools; they form the very foundation on which the KAIZEN™ transformation takes place.
Below given are the five principles which has to be kept in mind before you start any Kaizen/Lean/Operational/Manufacturing excellence journey:
- Create customer value
- Eliminate waste
- Engage People
- Go to Gemba
- Manage improvements
Create Customer Value
Customer value = Utility – Price (Utility includes Products & Service Quality)
Market In: ‘Market In’ is customer focus tofactually understand customers QCD needs
- anticipate and understand customer’s unstated wants & needs
- The next operation is customerEvery operation has customer & suppliers
- Who are my internal customers?
- How do my customers use my input?
Never pass Muda, waste or problems onto the next process:
- Don’t accept
- Don’t make
- Don’t pass on
- Find the problems
- Solve the problems
- Avoid/Prevent problems
Company value = Price – Cost Waste increases cost and diminishes value. Therefore it is very important to focus on deletion, systematic improvement, value stream structure & pull based.
Focus on MUDA: Any activity customer is not ‘Prepared’ to pay for!
- If you eliminate non value added activities the Lead Time will reduce and you will get higher flexibility, less stocks, better service, reduced complexity, less cost & improve freshness.
Total system optimization: Stresses on integration of total system & appreciates all critical factors.
Value stream organization
- Value stream organization is opposite to functional organization
- Functional organization divides, isolates, creates waste, conflict & inefficiency
- Value stream organization integrates & appreciates all critical factors
- There are no isolated autonomous systems – everything affects everything else
Pull Flow thinking
- Pull means that no upstream should produce a good or service until the customer (downstream) asks for it.
- Pull system reduces the Lead Time
- Pull system requires focus on reduction in setup time to enable quick changeover
Provide clear objectives at all level. Coach and empower. Develop leadership.
- Where no problems is perceived, there can be no improvement
- Problems are mountain of treasures
- People are not problems
- Increase people capability to solve problem: make people problem solver
Traditional blamingJudges after the fact
- Let’s ‘who-is-wrong’ override ‘what-is-wrong’
- Drives people into defensive positions
- Submerges issues for years
- Creates crisis orientation
Therefore focusing on the issue or problem, not on the person, creates an open, trusting, communication rich environment.
Go To Gemba
Gemba is a Japanese word which means ‘The Real Place’. Gemba refers to the place where value is created; in manufacturing the Gemba is the factory floor. It can be any “site” such as a construction site, sales floor or where the service provider interacts directly with the customer. In Lean manufacturing, the idea of Gemba is that
- the problems are visible,
- and the best improvement ideas will come from going to the gemba.
- an activity that takes management to the front lines to look for waste and opportunities to practice Gemba kaizen, or practical shop floor improvement.
Golden rules of Gemba
- When an abnormality occurs, go to Gemba first
- Check with Gembutsu (machine, material, failures, rejects, unsafe conditions etc.)
- Take temporary countermeasures on the spot
- Remove root cause
- Standardize to prevent trouble
Manage the transformation
Three things to be kept in mind to manage transformation
Focus on process and resultsInconsistent process gives inconsistent results
- Ignoring the processes reduces the chances of desired results
- While quality processes gives quality results
- Traditional thinking says ‘I don’t care how you do it, just get it done’. (Results only thinking)
- People work on processes; Processes create results; Results cannot be changed; Improve process to get improved results;
Visual Management is displaying information. It helps us
- Strategic data
To show and control process
To identify and mark
- Reference points
Change thinking- change Environment- change habits – change culture