Lean Strategy | Bob Emiliani

bob emiliani

“Fifteen years ago, Art Byrne suggested to me that the title of our book about The Wiremold Company’s Lean transformation should be Lean Strategy. I resisted that suggestion because I did not view Lean as a strategy, despite Art’s firm view that Lean is a strategy. Who was right, me or Art?”

Sourced through Lean Leadership

Michel Baudin‘s comments:

Strategy originally is a military term, for the plans on where you deploy armies and fleets and for what purposes. It is supplemented by tactics, the methods used in the field to engage the enemy. It is easy to think of it as cascading down, where what is tactics to the general is strategy to the colonel, and so on down to the grunt, who only has tactics. To the CEO, Lean is not a strategy but a tactic; to the VP of Manufacturing, on the other hand, it is a strategy.

For details in this blog, see last year’s About Strategy, Tactics, and Lean.

Does Respect For Humanity Mean The Same As Respect For People? | M. Ballé [Review]

Sourced through LEI

“Dear Gemba coach,

Does respect for humanity mean the same as respect for people? I hear that the literal translation of the Japanese phrase “respect for people” is really respect for “humanness” – whatever that means?

I honestly don’t know, but it’s a very interesting point. I don’t know a word of Japanese,…”

My comments: It’s odd that a  Gemba coach should admit to not knowing a word of Japanese. This career choice, perhaps, implies an effort at mastering this language.

 

“…but Jon Miller, who does, makes a similar point here: he says the original Toyota phrase really means ‘holding precious what it is to be human.'”

My comments: Yes, Jon Miller grew up in Japan, speaks Japanese like a native, and has done a great job translating  Taiichi Ohno’s Workplace Management.  With only four years of immersion in Japan, I am not at his level, but I know the language well enough to read the manufacturing literature and tell the difference between respect for people and respect for humanity in the TPS sense. Here are a few posts on this subject:

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Industry 4.0 – Revolution or Evolution | Bodo Wiegand | Wiegand’s Watch

 

Bodo WiegandBodo Wiegand heads the Lean Management Institute, which is the German affiliate of the Lean Enterprise Institute. In his latest newsletter, on Wiegand’s Watch, he explains how he feels manufacturers should respond to the German government’s Industry 4.0 initiative.

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Excel Hell – An Insider’s Report | Chad Smith | LinkedIn Pulse

Excel Hell, from Gustave Doré print

From a Gustave Doré print

“95% of companies report that they are using spreadsheets to augment their ERP system for planning. I asked a good friend that I have known for 20 years to share his experiences with the proliferation of work-arounds and ad-hoc planning “solutions” that we tend to see in most companies that run MRP. My friend cannot specifically name the products his company makes because the market is dominated globally by only two players (he works for one of them). The sales of this company are between $100M – $500M (US) annually. Read about his experiences and let me know if you can relate.”

Sourced through LinkedIn Pulse

Michel Baudin‘s comments:

The issues listed by Chad Smith’s friend are not specific to Excel. His company’s MRP or ERP system does not meet the functional needs of the Planning Department, and its members supplement it by crunching data extracts from it on their personal systems, in their own ways. The manager does not control what formulas are used, and does not know how diligent each member is at keeping the data up do date. The planners happen to be using Excel, but these problems would not be solved if they replaced Excel with any other single-user tool: they should all work on the same data, not individually ordered extracts of inconsistent vintage, and the planning logic should be shared, not buried in private spreadsheets.

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The 5-Day Kaizen | Bob Emiliani

Bob Emiliani

Bob Emiliani

“The classic 5-day kaizen was likely created in the late 1980s by Shingijutsu kaizen consultants from Japan as they established their practice in the United States and beyond. Traveling the long distance from Japan to the east coast of the U.S. meant that kaizen consultants should obviously spend more than a day or two at their client’s location before they then return home to Japan. It made sense to stay for a period of time in which many abnormalities could be corrected by facilitating several kaizen teams at one time. Five days seemed about right…”

Sourced from: BobEmiliani.com

Michel Baudin‘s comments:

So the Kaizen Event craze started when the convenience of a Japanese consulting firm met American managers’ quest for instant gratification…

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Lean 2.0: Faster, Better, Permanent | Jim Hudson | Lean Expert Academy

From leanexpertacademy.com Today, 10:16 AM

“The Lean that we all grew up with came to us completely wrong. Messengers Jones and Womack not only mislabeled it, but misinterpreted it too. In their roles as observer-reporters, they described what they saw through the old management paradigm and pretty much interpreted and documented everything from that perspective. They did that really well and Lean Thinking became the “go-to manual” as a result. But it wasn’t the right thing, so they pretty much missed the engine of Toyota’s management system. The result? 30+ years of misfires from nearly all corners of the earth, as leaders and consultants took what Jones and Womack observed and tried to implement it.”

Michel Baudin‘s comments:

I agree with your assessment, but I am not so sure about the remedy. About Womack and Jones, I would say that they authored one good book: “The Machine That Changed The World,” and leave it at that. To them, manufacturing was a spectator sport, and they shared the results of a worldwide benchmarking study of the auto industry.

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The Truth About Kanban | Bill Waddell

Bill Waddell, intellectual sparring partner for almost 20 years now, has put out this video revealing “The Truth About Kanban”:

Michel Baudin‘s comments:

This video is just Bill’s talking head against the background of a brick fireplace with a few books on top, notably “Toyota Kata.” It contains no moving pictures of Kanbans in action and all you learn from viewing is in Bill’s words, and I have a few quibbles with these words.

I usually get impatient with this kind of video, because voice is a slow medium, and you would get the same information five times faster reading the transcript. But I have never met Bill in the flesh, and I was curious to hear his voice. It’s a good radio voice, albeit curmudgeonly, reminiscent of a younger Tommy Lee Jones.

Now, about the content, Bill makes three main points:

  1. What you use for a pull signal doesn’t matter.
  2. You can use Kanbans with long lead time items.
  3. The Kanban system is a mechanism to drive improvement.

I agree with Point 3, but find Points 1 and 2 problematic.

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The Tesla Way vs. The Toyota Way | M. Donovan & J. P. Womack | The Lean Post

Elon Musk Tesla

Given the ever-increasing barriers to entry in what Peter Drucker famously called the “industry of industries,” it’s a wonder that any automotive startups defy the long arc of consolidation by establishing themselves as viable competitors. And it’s even more notable when these newcomers present a model that just might challenge the incumbents to the core. Lean thinker Mark Donovan recently asked LEI founder Jim Womack whether the path taken by Tesla founder Elon Musk points to a new machine that can change the world. 

Sourced from The Lean Post

Michel Baudin‘s comments:

Are the barriers to entry into the auto industry “ever-increasing,” as asserted in the 2010 HBR article linked to above, or did this article get it wrong? Could it be that the barriers are actually falling, with advances in electronics and information technology leveling the field between incumbents and new entrants?

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This Doctor is Upset, But It Doesn’t Really Sound Like Lean | Mark Graban | leanblog.org

Emergency Medicine News

“[…] it’s a first-hand story and an opinion piece. […]  Dr. Cotton describes the poor treatment he’s received from a 40-something internal “Lean consultant” named Dean. […] Dr. Cotton describes a typically hectic E.D. scene where he’s “six patients behind” and he’s spent some time talking to a patient’s mom in an attempt to comfort her and explain the situation… a perfectly human and caring response. Then, Dr. Cotton describes an interaction that I’d hope would never happen[…]: ‘And that’s when Dean confronted me. ‘He wasn’t your patient! You are six patients behind!” Dean was the hospital’s MBA consultant for LEAN management.”

Sourced through Scoop.it from:www.leanblog.org Today, 9:12 AM

Michel Baudin‘s comments:

I think what happened to Dr. Cotton is primarily the result of 25 years of Lean bandwagon jumping. Ever since the name was coined, all sorts of consultants and gurus have rebranded their offerings as “Lean,” misleading their audiences and living off the reputation of the Toyota Production System.

Given the absence of consensus on a Lean body of knowledge or control on the appellation, this was inevitable. But this process has besmirched the “Lean” label, and I am not sure it is salvageable.

Dr. Cotton seems to have it in for MBAs, which Mark may think unfair because he has one. Mark’s saving grace, however, is that he is also a mechanical engineer.

See on Scoop it

Lilian Gilbreth, Mother of Modern Management | Harish Jose | LinkedIn Pulse

eab0fe96-2c66-4273-a384-848086d0546b.jpg

Lilian Gilbreth: “Household tasks were divided between the children. We had three rows of hooks, one marked “Jobs to be done,” one marked “Jobs being done” and a third marked” Jobs completed” with tags which were moved from hook to hook to indicate the progress of the task. ” (1930 Speech to National Federation of Business and Professional Women’s Clubs, New York)

Sourced through Scoop.it from: www.linkedin.com

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