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.

See on Scoop.itlean manufacturing

5 comments on “What’s Next after Lean? | Industry Week | Larry Fast

  1. Agree, but the concept of “what comes next” seems to imply that Lean is static, which it’s not. If you truly focus on a leadership mindset of leveraging people to create value for the customer, instead of just the current toolset, Lean will always evolve. Maybe (probably?) something radically new will come along, but at the same time real Lean will also be new.

  2. One wonders what would happen if every house with a capable 3D printer was integrated into a manufacturing web. Appropriate quality controls of course but it might put a whole new light on “distributed manufacturing” and “web integrated production”! There are quite a few disruptive technologies that are threatening to shake up our world. Don’t anyone get too cosy.

  3. Comment in the Industry Week discussion group on LinkedIn:

    Good that Larry Fast firstly shows the “Crystal ball” and secondly wrote this article.
    Mainly I agree with him because I don´t need more and also I would like to add my short main sentences:

    Not everything can be done according that rules – especially lean management although I prefer it. Some – may be not many – processes need much more the rule: “no lean Management”. for example

    1. in the science or if you want develope an absolutely new product which mostly need a comprehensive interdisciplinary cooperation for a longer time and not only sometimes a brainstorming will be made.

    1. Quality of course is an important condituon for the business. It is neccessary to think about and to talk about with the customer to produce the needet Quality – in short words:

    “As good as neccessary – not as good as possible”. Everybody knows that some parts of an assembled product has a much more longer lifetime than the complete product which will be changed to a new version because of new technologies.
    In this will be included not just the life time, function, production time and coste – also should be included the reccources of the nature, energy … and last but not least the people.

  4. Comment in the Industry Week discussion group on LinkedIn:

    Without vague new jargon fresh from the consulting firm’s sales pitches, the business professor’s new book, or something the CEO heard about somewhere as “the coming thing”, it’s hard to list an important sounding new goal for the workplan, much less admit how implementation of the boring stuff in Continuous Improvement has been falling by the wayside as the original people trained in it move on or simply forget. A lot of these practices go back over a century and have been the foundation of most amazing company stories with people in charge who are bored and confused by production routinely winding down those ventures as successors to the founders. Maybe bringing back management from production and operations instead of finance and consulting is the next big thing?

  5. The more 3D printing becomes viable, we will see a revolution in manufacturing. This is the most likely disruptive technology to supply chains.

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