Jul 23 2018
What is the science in Lean? | Jeffrey Liker | The Leadership Network
“Scientific thinking can be defined as the intentional coordination of theory and evidence, whereby we encounter new information, interpret it and, if warranted, revise our understanding accordingly. In fact, we learn the most when we explicitly state what we expect and compare it to what actually happens. […] This is where practicing PDCA comes in, and Toyota’s view on being scientific.[…] Just explaining the concept of PDCA is not enough to change behavior and mindset, and there are not many master teachers like Ohno to go around — who have an intuitive feel for what to ask next to push the right buttons to help the student learn through practice. This is the reason for the Improvement Kata and Coaching Kata — to have a structured approach to learning and teaching scientific thinking so it can be deliberately practiced by anyone..”
Source: The Leadership Network
Michel Baudin‘s comments: Is there science to Lean, TPS, or, more generally, manufacturing? There is definitely technology and there is management. Technology is about getting inanimate objects to do what we want them to; management, about working with people. Science is not about getting anything done but about understanding how nature works.
Jul 27 2018
Lean Thinking: ingredients, incubation and diffusion | John Shook | Planet Lean
“What does it really mean to say that lean thinking is not uniquely Japanese? First, it indicates that not all Japanese companies are ‘lean.’ […] Secondly, we have successful examples of lean applications all around the world – not just in Japan […]. We know these things to be true.
To say, however, that lean is not uniquely Japanese doesn’t mean that there is nothing Japanese about it. So, let’s explore this second, little explored, idea. […] by asking more questions. One critical question we can ask ourselves is: “Could have TPS emerged anywhere other than Japan?” And finally, “What, if anything, is Japanese about lean thinking?”
My attempt to address these questions – an ever-changing effort as I reflect more and the world around us keeps evolving – has taken the shape of the graph you see below, which illustrates what I call the “Toyota double funnels”. There are three main sections to the graphic:
[…]I believe the spread of lean has been both a matter of diffusion and of dilution.[…] Along with the dilution, there’s been more than a little delusion, aided by consultants selling things under the name of “lean” that are far from the original intent of the thinking, system, and application.”
John Shook’s double funnel is reproduced here. Click on it to enlarge or view it on Planet Lean to click on each item and see more details.
Sourced through Planet Lean
Michel Baudin‘s comments: As usual, John Shook’s post is both grounded in deep knowledge and well written. The infographic is also clear and the popup boxes of information attached to each item on Planet Lean are a valuable enhancement. But I still don’t buy everything in it.
Continue reading…
Share this:
Like this:
By Michel Baudin • Blog clippings • 2 • Tags: John Shook, Lean, Toyota, TPS