What Went Wrong? (With Lean) | Bob Emiliani

Can Lean do a do-over? Nearly 30 years after the start of the Lean movement, there is widespread agreement that things have not gone according to plan.

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Michel Baudin‘s comments:

Bob’s title for the article is just “What Went Wrong?” which I feel needs to be set in context.

I agree with him that the most popular “Lean tools” are peripheral at best. None of the ones he mentions — 5S, visual controls, value stream maps A3 reports, or gemba walks — would make my list of what should be taught and applied first in a Lean manufacturing implementation. I would, on the other hand, include SMED, cell design, assembly line design based on takt time, etc.

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What’s Wrong With the Rote Application of Lean Tools?

There is more to playing the piano than practicing scales, but you can’t get there unless you do practice scales. Likewise, there is more to Lean than tools, but you need the tools. They are not sufficient, but they are necessary. Unless you learn them, you are depriving yourself of the benefits of clever tricks, methods, and analytical tools developed over 65 years. Each one doesn’t necessarily take long to learn, but would to reinvent, and you don’t have that time.

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