Lean Roundup #182 – July 2024

A selection of highlighted blog posts from Lean bloggers from the month of July 2024.  You can also view the previous monthly Lean Roundups here.  

 

Why Do You Manage the Way Others Manage? – Bob Emiliani discusses the failed leadership methods of others and shares an alternative way to be a better leader.

 

A Company’s Continuous Improvement Journey – John Knotts proposes a continuous improvement journey based on changing your culture not treating it like a series of projects which is never successful.

 

Design Your Organization to Serve Customers Well – John Hunter goes back in the archives to  discuss the value of talking to those in your organization that take what you produce (a product or service) and use that in their work as your organization continues to work to deliver to the “end users” (final customers).

 

Aikido & Lean – It’s All the Same – Pascal Dennis describes the underlying unity in martial arts and management.

 

Is Your Problem Technical or Adaptive? – Mark Rosenthal talks about the difference between technical solutions and adaptive solutions to problem solving.

 

Improve Design Team Collaboration: A Beginner’s Guide to Setting Up an Obeya Room - John Drogosz explains how to set up a successful obeya room and watch your team collaboration soar.

 

Essential Operational Excellence Leadership Behaviors – Maggie Millard shares ten proven leadership behaviors help organizations achieve operational excellence from Shingo Prize Model.

 

The Anti-Lean Movement – Bob Emiliani explains from decades of experience the degree to which CEOs and others high in status are against Lean management and what animates their hostility towards it.

 

Throwback Thursday: Engaging Staff as Problem Solvers Leads to Continuous Improvement at Allina Health – Mark Graban revisits an article about engaging staff as problem solvers through the implementation of the Kaizen methodology.

Beware Prizes, Belts & Self-appointed Experts – Pascal Dennis says plenty of organizations have committed themselves to achieving some prize and some are worth pursuing but he best ones recognize that the prize or certificate is nothing more than a kick-start, a proxy for the hard work of building a management system & getting results based on feedback from the customer.

From Football to Your Workplace: Why a Lone Wolf Can’t Transform An Organization – Mark Graban says transforming an organization, whether an NFL team, a hospital, or a manufacturing plant, requires more than just hiring a great player it demands a commitment to leadership, culture change, and continuous improvement.

Meet-up: 5 Questions from Within the Lean Community With Paul Critchley

In May 2024 A Lean Journey Blog turned 15 and as I look back on how I got started and who influenced my journey I wanted to revisit a previous series I started in 2012 called the Meet-up. One of the things I am so fond of in the Lean community is the general wiliness to share with each other.  I have learned so much from my very experienced colleagues since I have been an active contributor.  Every month I roundup the best Lean related posts and articles I found particularly valuable from these fellow bloggers and contributors. Each one has their own story and opinions to share.

The goal of Meet-up is provide you an opportunity to meet some influential voices in the Lean community.  I will ask these authors a series of questions to learn about them, their lessons, and get their perspective on trends in industry.

In today's edition, we are going to meet-up with Paul Critchley. I met Paul through the Northeast Region of the Association of Manufacturing Excellence (AME). I used to serve on the BOD for many years. Any way AME offers great networking opportunities for Lean practitioners. Over the years Paul and I've kept in touch and even collaborated a couple of projects together. 

Here are his answers so you can learn more:

1. Who are you, what organization are you with, and what are your current lean-oriented activities?

I'm Paul Critchley, and I'm currently the President of New England Lean Consulting. After 20 years in industry (mostly as an ME Manager or Ops Manager, I started NELC in 2012 with the goal of helping small-to-medium sized companies embrace Lean principles. I figured that there were plenty of places that wanted & needed Lean, but couldn't figure out where to start, nor could they afford to hire someone full time to do it.

2. How, when, and why did you get introduced to lean and what fueled and fuels the passion?

I got introduced to Lean in 1999 when I took a Project Engineer role in South Carolina when my employer had won some work from Toyota. It's safe to say that we got a "crash course" in TPS back then, and I was hooked immediately. It was so far removed from what I'd learned in college, and from how we had been operating, that it really caught my attention. Been practicing Lean ever since!

3. In your opinion what is the most powerful aspect of lean?

In my opinion, it's Respect for People. Gallup polls routinely show that 67% of workers are not engaged with their work/employer. It's awfully hard, if not impossible, to get folks excited about changing things when they've already decided that they don't like the place or their manager(s). We have to make caring for our associates’ job #1. When we do that right, the rest will come.

4. In your opinion what is the most misunderstood or unrecognized aspect of lean?

For those who follow me, they'll know that my biggest pet peeve is this misnomer that Lean fails at extraordinarily high rates. I've read articles that state 70% all the way up to 99%, and it's all B-O-L-O-G-N-A. Those numbers are misquoted often from a survey that's almost 20 years old now, and included about 400 anonymous respondents, so right out of the gate I'd say that the data is 1. old and 2. not statistically significant. Likewise, the question that was asked was (and I'm paraphrasing) was: "Did you get everything out of your Lean event/transformation that you'd wanted?" We rarely get everything that we want, and respondents agree, but that doesn't then equate to "failure". I'd say it more aptly implies that "we're not done yet" or "we're still learning". As a Lean community, we need to stop proliferating this misnomer. If people who are new to Lean hear this enough, it may cause them to not attempt Lean in the first place, and that's far more dangerous than trying and failing.

5. In your opinion what is the biggest opportunity for lean in today's world? How can that be accomplished?

In my opinion, the biggest advantage Lean provides is that it focuses us on long(er) term goals. I've seen first-hand the damage short-term thinking has on an organization, and it's detrimental. As long as we continue to reward that behavior, then I don't believe that we'll be successful. We'll continue to have turnover, continue to struggle with adaptation and growth, and we won't see the successes we desperately wish for.

If we focus on those internal things (caring for one another, helping each other, learning, growing, challenging), the external things (Cost, Quality, OTD, etc.) will come. We've shifted our focus from managing causes to managing effects, and it's not going to yield what we want it to in the long term.

Through their answers to these questions hopefully you will get a sense of the thinking behind those who are shaping the Lean landscape.  I continue to keep learning and thankfully with the willingness of these practitioners to share I am positive you will, too.

Lean Quote: Extraordinary Leaders Inspire and Influence

On Fridays I will post a Lean related Quote. Throughout our lifetimes many people touch our lives and leave us with words of wisdom. These can both be a source of new learning and also a point to pause and reflect upon lessons we have learned. Within Lean active learning is an important aspect on this journey because without learning we can not improve.

"Real leaders are ordinary people with extraordinary determinations."   —  John Seaman Garns

To successfully lead requires a mix of innate and learned abilities that culminate in the ability to adjust in any setting. Given the complexities of a global economy and challenges we've never seen before, succeeding requires extraordinary leaders with an adaptive, inclusive approach. 

Tried and true ways won't cut it and today's business landscape demands a new crop of leaders to flex differently to be successful, otherwise they'll find themselves in the just awful category.

In my experience, extraordinary leaders create an environment where employees are energized to go above and beyond their normal jobs. They have a compelling vision and are able to inspire and influence others. They are also able to:

Model the way: Set the example, challenge the process, enable their followers, and encourage the heart.

Understand the humanity of their employees and customers: Make people of all levels feel seen and heard.

Communicate clearly: Clarity is an essential trait of an extraordinary leader.

Create small wins: Set smaller, more achievable goals and remind and reward the team members when they hit those goals.

Stay curious and open-minded: A leader who is genuinely interested in what others think makes sure everyone is heard from.

Prioritize trust: employees need to trust their leaders.

So set your sights and visualize the leader you want to become and most importantly, live by the six rules above -- don't settle for good, go for extraordinary.

10 Principles of Kaizen to Maximize Productivity

An essential element in Lean thinking is Kaizen. Kaizen is the Japanese name for continuous improvement. While Kaizen is really about improvement involving everyone everyday it is often associated with a structured event. It is the technique that improves quality, productivity, safety, and workplace culture. Kaizen focuses on applying small, daily changes that result in major improvements over time. They are essential to get cross-functional and multi-level teams involved in a Lean transformation.  In that respect, kaizen events have a dual role – to make improvements but also to teach and communicate.

Based on my experiences, here are ten principles for optimizing processes and implementing kaizen to maximize productivity within your continuous improvement efforts:

Principle 1. Improve Everything Continuously

This is the core tenet of the Kaizen method. With their commitment to improving everything continuously, adopters of the Kaizen method question the best practices of their organization to uncover areas for potential improvement. The improvement never ends. After improving one element, others can become not compatible or induce defects. Create a list of elements that require improvement and improve them one by one.

Principle 2. Say No to Status Quo

Old managers teach: if something works, don't touch it. In Kaizen we assume that everything can work better. There is no place for methods that cannot be changed. Every aspect of every process can be a subject of improving actions.

Principle 3. Aim for Small Improvements Rather Than Perfection

As the saying goes Rome was not built in a day, neither is performance excellence. By improving the way small tasks are regularly performed, you will yield greater results rather than attempting to perfect the workings of a whole department at once. Aim for small, continuous changes, and results will come slowly, but steadily.

Principle 4. Empower Every Team Member to Provide Solutions to Problems

Not only does giving everyone a say provide them with a sense of belongingness, but it also provides the organization with fresh ideas and innovative concepts by which certain issues may be avoided altogether.

Principle 5. Use Creativity Before Capital

Save money through small improvements and spend the saved money on further improvements. In western culture changes have to be substantial in order to be visible. In eastern culture changes sometimes are substantial. But in most cases, those are small improvements that lead to small savings. But after many small improvements you'll earn a considerable sum of money.

Principle 6. Tacit Learning, Learn by Taking Action

Kaizen promotes the philosophy of action, learning through experience and reduces procrastination. In Japan, professionals associate another term with Kaizen: 'genchi genbutsu'. This literally means 'real location, real thing'. This common saying encompasses the same core meaning: taking action, experiencing the real thing and not just the theory, is what leads to development.

Principle 7. If Something is Wrong, Fix It

Mistakes are human. It is natural and acceptable to make them. What is unacceptable is to attempt to finish a task without rectifying the error. Own up to the mistake if you are held accountable, correct it, and attempt to find a solution to avoid the same mistake later on.

Principle 8. Use Data Over Opinions

Using data to influence your decision-making process is a powerful way to reduce errors and constantly improve. Data provides us with information that is backed with proof, while opinions reflect a person’s or group’s beliefs. Establishing metrics before you action any changes enables you to define success and failure and to act accordingly. Using data can help to eliminate the risk of human bias and assumptions, creating an efficient and goal-oriented decision-making process. Companies that invest in, gather, collate and interpret data prior to decision-making will have an edge over others who are solely experience or opinion-driven.

Principle 9. Ask Why to Get to Root Cause

Due to the lack of time and the pressure to meet deadlines, we often overlook the root cause of errors, which leads to the repetition of the same mistakes. Always encourage your staff to get to the root cause of problems. Use a 5-Whys Analysis and keep asking “why” until you get to the root cause of the problem. Share the possible solutions so that everyone in the team can benefit from the findings.

Principle 10. Improvement has No limits. Never Stop Trying to Improve.

Never say to your employees: ok, we've done it, now we can do it another ten years without any changes. There is entropy in each process. Customers’ needs change constantly. New technologies are being implemented. Your competitors still try to make better product. The improvement program is a never-ending story.

The initial benefits that are implemented will lead to further improvement opportunities down the road. When done properly, Kaizen just keeps going through the cycle of identifying improvement opportunities, coming up with solutions to those opportunities, implementing the solutions and finally testing them. If the solutions are positive, the cycle starts over with new improvement opportunities. This will continue forever, leading to an optimized facility that is never satisfied with the status quo.

Lean Tips Edition #302 (#3556 - #3570)

For my Facebook fans you already know about this great feature. But for those of you that are not connected to A Lean Journey on Facebook or Twitter I post daily a feature I call Lean Tips.  It is meant to be advice, things I learned from experience, and some knowledge tidbits about Lean to help you along your journey.  Another great reason to like A Lean Journey on Facebook.

Click this link for A Lean Journey's Facebook Page Notes Feed.

Here is the next addition of tips from the Facebook page:

Lean Tip #3556 – Encourage Employee Engagement

Employee engagement has a major effect on creating a culture of continuous improvement and development. Workers who recognize how they fit into a holistic picture are more likely to make improvements and achieve better results. They will be more invested in the success of your business and the ways in which they can contribute to your overall strategy.

 Consequently, it is recommended to increase ownership over their workload and provide them with more flexibility and freedom. If you’re looking to measure employee engagement and gain valuable insights, you need to set up proper employee satisfaction metrics and KPIs. This will encourage them to streamline tasks and improve the efficiency of your company. Remember to show your employees that their opinion is important by listening to their suggestions.

Lean Tip #3557 – Improve Teamwork Efforts

It is important to encourage your employees to think of themselves as a collective unit. For best results, it is best to embody the style you want them to adopt. This means that you will need to develop a team-working attitude and offer support at every stage. If your staff lacks knowledge around others’ roles and responsibilities, you may want to transform your individual meetings into team efforts. As a result, you will ensure that each team member is capable of undertaking the workload of others and performing together to achieve goals. The dynamics and strengths of your teamwork will have a direct impact on business outcomes.

Lean Tip #3558 – Promote Professional Development

Businesses with a strong learning and development program are more likely to boost morale and improve business results. This is why, it can be beneficial to encourage your employees to participate in impactful professional development. Remember to prioritize skills development by providing training on specific skills and identifying gaps between actual and desired skill levels. It may also be useful to ask employees about learning and development topics they would like to know more about. This way, you will receive some creative ideas, which you may not have considered before. Moreover, a peer mentoring program can be a powerful educational resource for new employees to settle into their role.

Lean Tip #3559 – Deliver Transparent Communication

A workplace which focuses on transparent communication can ensure better collaboration between team members and increased productivity. Achieving continuous improvement depends on providing open and honest communication to each employee. Communicating updates will help your team stay on track with any changes or news within the organization. Therefore, this ensures they can stay involved and committed to their projects and tasks. Moreover, when problems are highlighted transparently and shared openly, they can be resolved more quickly. Transparency can also ensure alignment by preventing misunderstandings and strengthening relationships. To encourage open communication, be sure to involve everyone in decision-making processes by allowing employees to express their thoughts.

Lean Tip #3560 – Measure And Reflect On Results

Measuring the progress of your initiatives and strategies is what will help you determine their success. Transforming the data into useful metrics will ensure you gain a better understanding of your efforts. To measure the effectiveness of your project and evaluate your results, you can use observations, spreadsheets or studies. Some important metrics which you need to examine include return on investment, product quality, customer satisfaction, as well as employee satisfaction. This way, you can reflect on your progress and implement any changes to continue improving your business operations.

Lean Tip #3561 – Respect People’s Ability to Think

Each individual human brings their unique perspectives, strengths and life experience to an organization. Human brains are amazing things. Respect for humanity means leaders must make an effort to understand our collective nature as a species and enable us to do our best each day.

Sometimes as leaders, we do the problem-solving and just give the answers to the team – because we think we know better or because we think it’s faster or because it’s just a habit we’ve formed over the years. How aligned is this with honoring and respecting people’s ability to think?

Lean Tip #3562 – Build a Culture of Teamwork and Collaboration 

Lean leadership recognizes that the path to excellence is rarely a solo journey.

Instead, it relies heavily on the principles of teamwork and collaboration, where individuals from diverse backgrounds and perspectives come together to tackle complex challenges.

This not only enhances problem-solving capabilities but also promotes a sense of unity and shared purpose, driving the organization toward its common goals.

Lean Tip #3563 – Implement Visual Management Systems Across the Organization

Effective communication is a cornerstone of lean leadership, and visual management plays a crucial role in this endeavor.

By implementing visual tools and techniques, such as performance boards, kanban systems, and value stream maps, lean leaders can create a shared understanding of processes, goals, and performance metrics across the entire organization.

Lean Tip #3564 - Develop Problem Solving Teams

Recognizing inefficiencies and waste in operations is a key component of continuous improvement. Furthermore, every area of operations should be scrutinized, and leaders should look for bottlenecks, duplications, and non-value-adding tasks. Additionally, leaders may streamline operations and use resources more effectively by eliminating waste.

Leaders adhere to this idea realize that maintaining the status quo is insufficient. Moreover, they establish a culture where everyone on the team is urged to look for more effective methods of doing things, dispelling the notion that “good” is the enemy of “great.”

Continuously improving leaders give their people the tools they need to address problems. Additionally, they foster a climate where workers feel free to express their problems, suggest changes, and try out novel ideas. Thus, this empowerment stimulates creativity and propels development.

Lean Tip #3565 - Change with the Needs of the Customer

Leadership that is based on values is dynamic. Effective businesspeople are aware of how the market and consumer needs are constantly changing. Thus, they continue to be flexible and adaptable, ready to change course and modify their plans of action to satisfy changing customer needs and provide new kinds of value.

Lean Tip #3566 - Recognize the Little Things.

Small improvements matter because the people who make the improvements matter. Leadership should find three good things to say every day and be genuine. Some days, successes are hard to find. Find three distinctly different people in different situations to make positive comments to and about them. Seek those responsible for the changes and make sure they know you appreciate them and what they have accomplished. Positive communication from leadership is a force multiplier in every organization.

Lean Tip #3567 - Go on Gemba Walks

Going to the Gemba, walking around the plant and asking employees, “What did you do this week to make continuous improvement happen?” That’s one of the most powerful questions a leader can ask. When business leaders keep asking such questions, employees soon learn what’s important and what they need to be working on.

It’s important, though, to differentiate between Gemba walks and plant walks, or “board” walks. Board walks involve reviewing the plant’s performance (SQDC) boards to ensure that each area is meeting targets, and providing support for corrections when needed. A Gemba walk typically involves an executive or other top-level manager observing select processes and functions, such as material flow, with the goal of helping plant leaders and other continuous-improvement personnel see potential and high-priority areas for improvement. 

Lean Tip #3568 - Positive Reinforcement is Critical.

Endlessly deliver the message that people will not be disciplined for their mistakes. It is crucial that team members feel safe when they share bad news. We don’t know what challenges our team members face in their personal lives, and often we cannot influence their personal situation, but we can provide a safe working environment as part of the lean lifestyle. People need to be able to trust their leaders and know that leadership will not be punitive. Leaders cannot discipline their way to prosperity or success.

Lean Tip #3569 - Identify When Leadership or Team Members Fall Short.

Look at each failure as an opportunity to learn and improve. It is going to sting sometimes. Address it quickly and take corrective action in a positive light. When addressing failures, avoid blaming people at all cost. Suggest an alternative path that may have yielded a more desirable outcome. Suggest evaluating the process and the instructions together and suggest that the process or direction may not have been as clearly worded as it could have been. Affirm your understanding that given the information available it is understandable how failure could occur. Most of all, ask for the person or people to help evaluate the failure and to identify ways to prevent this in the future. Thank everyone for their time and input.  Recognize the person or people who identified the failure and thank them for their attention to detail.

Lean Tip #3570 – Reinforce Performance and Progress with Metrics Tracking

Show employees how their efforts are advancing the company’s lean efforts is through the use of visual-management tools and constantly updated metrics. Tracking and reporting performance metrics help sustain the organization’s commitment to the lean at both the leadership level and on the plant floor.

Tracking progress on a month-to-month basis reinforces accountability and gives leadership an opportunity to check on results. Business improvement leaders need to follow up to make sure new behavior patterns are consistent with the new methodology. This includes a commitment by executives to remain engaged in the lean process by going to the Gemba and participating in kaizen events.

Lean Quote: Leadership Character Plays Role in Performance

On Fridays I will post a Lean related Quote. Throughout our lifetimes many people touch our lives and leave us with words of wisdom. These can both be a source of new learning and also a point to pause and reflect upon lessons we have learned. Within Lean active learning is an important aspect on this journey because without learning we can not improve.

"Building Character Is A Process, Not An Event."   —  Jon Meacham

Leadership creates moments not defined by policy or procedures—situations where leaders have to choose between right and right.

Every day, you make character decisions, consciously or unconsciously, such as between speed or quality and long-term or short-term results. The impact of these decisions either reinforces your team's desired or undesired thoughts, feelings, and behaviors.

Leadership character is shown to align the leader-follower relationship, increasing both leader and follower productivity, effectiveness, and creativity. Leadership character plays a vital role in unifying a team.

Followers will give more when they respect the leader's character. A focus on helping others is essential to providing effective strategic leadership. Also, character helps leaders navigate change more effectively.

Leadership character is doing the right thing for the right reasons and with the right feelings. It is the inner game of leadership. While leadership behaviors are observable, a leader's inner game quietly controls the leader's behaviors.

Evidence suggests that there are four universal leadership character principles:

Integrity – Being honest, acting consistently with principles, standing up for what is right, and keeping promises.

Responsibility – Owning personal decisions, admitting mistakes, and showing concern for the common good.

Forgiveness – Letting go of self and others' mistakes, focused on what is right versus only what is wrong.

Compassion – Empathizing with others, empowering others, actively caring for others, and committing to others' growth.

A leader's character determines how knowledge, skills, and abilities are applied. Leadership decisions are often based on values, worldviews, and past experiences. Your past, even as a child, has shaped your current perception of what is right or wrong. Family members, friends, religious leaders, and the community where you live and work reinforce your character.

Great leadership is a combination of competence, character, and commitment.

3 Principles and 4 Rules to Remember that Will Guide Your Lean Journey

Lean manufacturing is the continuous improvement methodology of choice for companies around the world. It’s a people-oriented practice that focuses on reducing production lead times within your operations. These practices create a framework that emphasizes eliminating activities that do not add value for the customer, and focuses on reducing cycle, flow, and throughput times.

These Lean principles can be applied to any team, in any organization, in any industry. Practicing Lean effectively hinges on knowing how to apply Lean principles effectively in your business environment. The main thing to remember: Lean management principles focus teams on driving continuous improvement. When Lean is implemented effectively, teams and the processes they use to deliver value to customers grow stronger over time.

For me there are 3 key principles that guide the Lean Philosophy:

Lean Principle #1 – Make to Use (the ideal Target Condition, “True North”)

A Lean process emphasizes getting the right things to the right place at the right time in the right quantity.  These Lean ideals are a vision for your organization. They provide ‘True North’ direction toward which every member of your organization is commonly striving, and yet may never fully reach.

• 1x1

•        Process parts one at a time ( i.e. not batch processing )

• On Demand

•         Make the exact amount the customer ordered, when it’s ordered.

• Defect Free

•        Product conforms to customer’s specifications and expectations.

• No Cost

•         Look for simple low cost solutions.

• Immediate

•        The “system” should tell you immediately if there is problem.

• Safe

•        Physically AND emotionally

Lean Principle #2 – Eliminate Waste

Lean principles aim to identify the waste found in nearly every business and minimize or completely eliminate it, if possible. Using the acronym “DOWNTIME” reveals the 8 types of waste Lean Manufacturers target:

• Defects can lead to rework/salvage and scrap. It is arguably the most costly type of waste, especially if a defective product makes it to the customer.
• Overproduction is making more products than that which is ordered, potentially causing an inventory shortage and wasting labor hours that could be used elsewhere. Additionally, the manufacturer runs the risk of having obsolete inventory if the customer that generally uses the product decides not to order more.
• Waiting comes in several forms. The most obvious, perhaps, is a line shutdown while waiting for parts or equipment repair. Finally, there is in-process waiting that occurs when an employee has to wait for a machine to process before he or she can take the next step in the process.
• Not using people’s talents is a waste of their abilities, and it could hold a manufacturer back when it comes to innovation.
• Transportation happens throughout the manufacturing process, from the supply chain to material delivery and specific production areas.
• Inventory has five major categories: finished goods, sub-assembly, raw component, office supplies and Maintenance, Repair and Operations (MRO). Obsolete or overlooked inventory can build up in all of these areas, taking up valuable space.
• Motion includes bending, reaching, lifting and walking. Something as simple as sharing a tool between workstations can lead to a lot of wasted motion in retrieving it.
• Excess processing happens whenever time is spent on product features that do not impact part functionality. For example, painting a part that won’t be seen is non-essential and excessive, provided it still functions properly without paint.

Lean Principle #3 – People are the Cornerstone

Empowering employees is the ongoing process of providing the tools, training, resources, encouragement and motivation your workers need to perform at the optimum level. When you show an employee you trust them and give them timely information and the authority to find solutions, they will be able to solve problems and provide solutions more rapidly than someone without that empowerment.

• Engage all human resources toward the effort of reaching True North
• Provide information:  lack of knowledge is a limiter to waste elimination.
• Knowledge = Speed (Knowledge is the limiter to waste elimination)

Lean management derives from the Toyota Production System (TPS) where a set of rules provide a structured approach to improvement. They create structure in our systems. Without rules there would be in chaos. Lean rules provide the guidance needed to implement improvement, explaining the “why” behind lean tools and the Six Sigma methodology. Lean rules also help develop new solutions to problems. For everyone in an organization, these rules help structure activities, connect customers and suppliers, specify and simplify flow paths, and bring improvement through experimentation at the right level.

The Principles of the Toyota Production System can be summarized into four basic rules.

Rule 1: All work shall be highly specified as to content, sequence, timing, and outcome.
Specify in advance the exact Content, Sequence, Timing, and Outcome of work.

• Content (what is being done?)
• Sequence (in what order?)
• Timing (how long should it take?)
• Outcome (what clearly defined measurable results are expected?)

 Establish predictable outcomes for each process so shortfalls and over production are immediately apparent.

Rule 2: Every customer-supplier connection must be direct, and there must be an unambiguous yes-or-no way to send requests and receive responses.
Interaction between Humans, Materials, and Information should be Clear, Direct, and Binary. No ambiguity.

Create a workplace that is:
     Self-ordering
     Self-improving
     Self-regulating
     Self-explaining

What is supposed to happen, does happen, on time, every time.

Rule 3: The pathway for every product and service must be simple and direct.
Organize for uninterrupted flow with simple, direct paths for work flow. The pathway should not be subject to interpretation on a case-by-case basis. Build in self-diagnostics so when a path is not being followed, it should be obvious and immediately correctable without too much time passing or outside intervention required.

Rule 4: Continuously Improve
Develop leaders who can apply the scientific method to improve anything. Allow improvement to come from the source by those doing the work - as close to the problem as possible. Respond directly to any problem that arises with clear helping/coaching chains. Whenever possible, start as an experiment supported by a coach.

When it comes to using Lean principles in your organization, let these Lean management principles guide you. Embrace the Lean mindset. Consider your options carefully – even if it means making organizational changes to fully support your initiatives. This will lay the foundation for a successful Lean experience.