I like this topic, finally one that I do not need to just browse.
Many of the posts so far seem to make a distinction between Lean from the Toyota Production System (TPS), and what we do in the West in the name of Lean. Well, we have tried to implement Lean in the UK for some years now in our manufacturing industry, in an atempt to reduce the decline in manufacturing. Alas, our productivity remains low, and manufacturing continues to decline.
I see the problems to do with implementing Lean are these:
1. We see Lean as a collection of tools, train people on these tools, and implement using project management principles.
2. As has been mentioned just before, the West interprets what we want to understand. Real Lean is one thing - a new way of approaching the management of an organisation. We have just missed the point in our arrogance in thinking we already are good at what we do.
3. We interpret Lean from the outcomes that the TPS found they achieved. Things like waste reduction, supplier reduction, flow, teamwork, use of IT. These all are outcomes and are a result of the principles and application of Lean thinking. We in the west do Lean by cutting waste, reducing supplier base - the wrong way around, and we missed the important bit.
What I understand Lean to be is firstly an alternative way of thinking that views the organisation as a system. This means that focus is placed on the organisation rather than the people who make up the organisation. If this is done from a management view then a managers role becomes to act on the system, not manage people or money. People are truly given the ability to act on the system by modifying and changing what they work with if it contributes to Lean principles. Managers do not manage by issuing targets, by budgets, or by costs, they simply fix parts of the system that the workers cannot fix.
In a Lean organisation a manager does not work like a manager in a traditional organisation. The environment, working culture, management style, and focus is totally diferent. Some would say opposite. If this is true then to adopt Lean thinking is truly a fundamental change to the way our organisations work. That, I believe, is why we find it so difficult to implement, and so difficult to sell in the West, as we instantly revert to our 'fad' mentality of selling a new product.
Any comentss on these views would be most welcome,
Ilias
No, no, no... Actually, when it comes to systems thinking I feel that it is the last 20% that really counts (gives 80% of the results). You need the last 20 to tie all the loose bits and pieces together. That's what makes it a system. Skimming for the juicy looking parts is likley to lead to sub optimization.
