Lean Explained in Just 2 Photos

Not sure that is even the same tree...

That's how lean manufacturing works. You ignore the bigger picture then focus in on something that looks similar to the problem but is in fact not the real problem.

For example.

Say your company is having problems with getting large semi rigs in and out of the shipping docks due to inadequate yard space and they're having to turn so tight while positioning themselves to get in and out that they continually tear up the gravel lot surface.

So the correct and best solution would be to buy the adjacent open lot that is for sale for more truck yard space where the direction and flow of traffic on site could be changed to allow for large trucks to drive in and out with minimal turning (solution A that solves the base of the real problem).

Or (Solution B fixes the side effect of the problem) concrete the whole truck lot to eliminate the problem of the gravel getting torn up from the trucks having to move around it tight quarters to get in and out. Both cost the same.

As typically implemented in lean analysis you go with solution B that deals with the side-effect of the real problem and costs the same without actually fixing the real problem behind the real problem because everyone knows that having an all concrete truck lot for shipping and receiving looks way more professional than having a larger but easy to maintain and move around in gravel lot.

That's how 'lean' is most often implemented.

Solution B looks a lot like a tightly focused section of the larger view of the overall problem but in fact it's not.

"Lean" has different sounds with "lyn".

LEAN

Less Engineers Are Needed

?

Is there a lien on the property?

Really?

<rolls eyes>

Milo

Kanban, JIT, lean manufacturing cultures all have a place in mass production.

But, they are not do-all, cure-all solutions for some types of manufacturing.

I always thought the phrase "value added re-seller" was a hoot.

I would say this article is 'too lean,' it presents the idea, but without enough information to explain it.

"If you have ice cream, I will give it to you. If you have no ice cream, I will take it away. This is an Ice Cream Koan."

Problem is, the real value is in the vehicle! Who said anything about wanting a tree as the target of value here?

True to form, LEAN has once again missed the mark!

Many "Consultants" have made a mint off of studying Toyota's approach to achieving efficiency and quality. They pull elements from it, re-badge it, repackage it, and sell to all the corporations who have done something different to achieve quality in the past. Finally, they have admitted that there just isn't any more to pull from studying Toyota. Consultants have marketed all the techniques they have been able to get and rebadge. The last technique that was gleaned from Toyota has been badged and marketed as "kata". And that boils down to the old-fashioned, tried and true....scientific method. Essentially, set your goals where you want to be, devise experiments to see if it gets you there....if not, try again until you get "there".

Overall, LEAN has pretty much run its course. Too much emphasis has been placed on the method....not the sustained result.