How is Lean Different From Taylorism? | Michael Ballé | LEI

“They are completely different indeed. They differ in their purpose, their practice and their outcomes. Lean is about self-reflection and seeking smarter, less wasteful dynamic solutions together. Taylorism is about static optimization of work imposed by ‘those who know’ on ‘those who do.'”

Sourced through Scoop.it from: www.lean.org

 

Michel Baudin‘s comments:

Yes, “Scientific Management” was just a marketing label for theories that weren’t truly scientific but were instead based on a simplistic view of human nature. And Taylor’s stopwatch time studies were just aimed at increasing production at every operation with no consideration of flow. I would, however, ask for a more accurate and complete story

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Sorry, But Lean Is About Cost Reduction… | Rob van Stekelenborg | LinkedIn

“It seems to be popular these last years and more recently to explicitly state that Lean is not (only) about cost reduction or cost cutting. See the recent posts by Mark Graban or Matt Hrivnak. So let me be somewhat controversial in this post (which I think is allowed to spark the discussion) and drop a bombshell: I think Lean is about cost reduction.”

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

Michel Baudin‘s comments:

I know that much of the TPS literature is about “reducing costs,” but it never includes any discussion of money! Ohno is even quoted as saying “Costs are not there to be measured, but to be reduced.” On the face of it, it makes no sense, because cost is an accounting term intended to represent the monetary value of all the resources spent to achieve a result.

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About Strategy, Tactics, and Lean

Carl von Clausewitz, writer on military strategy and tactics

Carl von Clausewitz, writer on military strategy and tactics

Originally “the art of the general,” strategy is about which armies or fleets you deploy where and for what purpose. It goes hand in hand with tactics, which is the way each unit then engages the enemy. Always fond of military metaphors, business people have chosen to use  the term”strategy”  for their plans and decisions on products or services, markets, promotion methods, technology, organization, and financing. To Harvard Business School’s Michael Porter “the essence of [business] strategy is choosing what not to do.”

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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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Is Cost Reduction the Goal of TPS?

In a rebuttal to John Seddon‘s latest paper, An Exploration into the Failure of Lean,  Bob Emiliani asserts that the original purpose of TPS was to reduce cost. He quotes both Taiichi Ohno and Yasuhiro Monden saying so, and chides Seddon for not reading their works carefully enough. In the context of these documents, however, I think the quotes are misleading. Neither Ohno’s and Monden’s books, nor any other Japanese publication about manufacturing systems that I have seen, contain a discussion of what costs actually are.

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Theories of Lean and Leveling/Heijunka| Christoph Roser

ChristophRoser-200x300Christoph Roser has more impressive credentials than most Lean consultants, from a PhD in Engineering to a research job at Toyota labs, stints in operations at Bosch, and a professorship at Karslruhe University of Applied Sciences. So, if anyone is qualified to write a theory of Lean, he is, and he is trying his hand at it in production planning and scheduling.

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What’s Next after Lean? | Industry Week | Larry Fast

“[…]What’s Next? The short answer is nothing. Don’t wait on anything new that is of a game-changing variety.”

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

 

Michel Baudin‘s comments:

The emergence of Toyota and its production system (TPS) caught the manufacturing world by surprise. The first reaction was denial that it was new, followed by blind adoption of a few of its most visible features, and the development of something different, called “Lean,” which borrowed Toyota’s credibility but doesn’t have much left in common with TPS.

Unlike Larry Fast, I am sure there will be another game changer in Manufacturing. It will come from an unexpected place, as post-war Japan was, and I have no idea what it will consist of. In the past 250 years we have had revolution after revolution in the art of making things, and I think it is presumptuous to assume that there won’t be anymore.

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Human Resources at Toyota

With Respect for Humanity, bowdlerized as “Respect for People,” made into a pillar of The Toyota Way, you might expect Toyota’s Human Resources (HR) policies to be studied, scrutinized, discusses extensively in the Lean literature, and argued over in numerous forums. But it’s not the case.

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The one thing Lean Six Sigma got wrong about Lean | Erwin van der Koogh | Guest on Lean Blog

“[…]In 2002, Michael George and Robert Lawrence Jr. published Lean Six Sigma: Combining Six Sigma with Lean Speed, a book that started a revolution that quickly took hold in boardrooms around the globe. Total Quality Control and Six Sigma had always appealed to senior managers, but now it came with the added bonus of increased speed and reduced cost. It was a very welcome addition in the post “dot-com bubble” era and was always too good to be true.[…]”

Source: www.leanblog.org

Michel Baudin‘s comments:

This is a guest post on Mark Graban’s Lean Blog.  Like Mark, I agree with enough of what Erwin says to recommend reading it. Approaches like Lean or Six Sigma emerge out of specific contexts where they are successful, but then their boosters go global cosmic.

Six Sigma started out as a modernization of the tools used to achieve process capability in various segments of the electronics industry, with the goal of making statistical design of experiments a common practice, and the belt system was a way to propagate this body of knowledge. Success in this limited endeavor did not justify selling it as a business panacea.

Lean started out as TPS, which is, to date, the best known way to make cars. TPS has a much broader scope than Six Sigma, encompassing management and technology. It includes human resource management as well as designs for welding lines. The “Lean” label for TPS was a way to allow other car companies to apply it without explicitly referencing Toyota, and to package it for use beyond the car industry. While it’s clearly applicable in many industries, it’s not a panacea either.

What happens when you try to expand an approach beyond its range of applicability is that you drain it of substance in order to make it generic, as has happened to both Lean and Six Sigma, not to mention Lean Six Sigma. All you are left with at that point is homilies.

I have explained my perspective on these matters in the post “MIT article comparing Lean, TQM, Six Sigma, “and related enterprise process improvement methods.”

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