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Metaphor: a company is like a tree When we established Toyota Motor Company, we saw our company as a newly planted tree. At that time we had no knowledge of how to take care of and look after a tree. Questions to find your values What do we consider a beautiful tree? What do we not consider a beautiful tree? Questions to find your principles What decisions have we made today that made the tree more beautiful?...
Metaphor: Catching the big fish vs learning to fish Catching the big fish An organization has a problem; we can liken this problem to 'a big fish'. Therefore, the goal of the improvement project is the big fish learning to fish The key is to ensure that all employees know how to fish and Toyota's improvement project are geared towards 'teaching employees to fish'. Everyone can always improve their fishing ability, as there will always be new fish....
do you want a piece of fruit, a pear, or a green apple? fruit level: lean as a philosophy culture values way of living way of thinking … pear level: lean as a way to improve quality system production system … green apple level lean as a method tool elimination of waste … (src: Book_ This is LEAN - Niklas Modig & Par Ahlstrom)
Model: seven forms of waste in manufacturing (src: Book_ This is LEAN - Niklas Modig & Par Ahlstrom)
static goal definite goal measure before and after “done” when the goal is reached question: What have we done during this project? dynamic goal flow efficiency always continues to improve over time question: How do we ensure we learn something new every day? the goal is not the vertical axis the goal is the upswing of the curve (src: Book_ This is LEAN - Niklas Modig & Par Ahlstrom)
Model: values, principles, methods, tools & activities values how we should be, regardless of situation or context eg. customer focus Quote_ values guide how we should act principles how we should make decisions, what we should prioritize eg. just in time: creating flow eg. Model_ jidoka: see the whole picture all the time just in time + jidoka = anything disturbing flow can be identified methods: how we should perform different tasks eg....
as soon a something unexpected happens, the first one who sees it blows the whistle. Everyone stops, we find the root cause of the problem, we improve, and then continue. Visual planning is a method that helped realize jidoka. One could say that jidoka "is" the whistle (src: Book_ This is LEAN - Niklas Modig & Par Ahlstrom)
Integrating values reduces variation in how we are. Applying principles reduces variation in how we prioritize and make decisions. Standardizing methods reduces variation in regarding what we do. Implementing tools reduces variation in what we have (src: Book_ This is LEAN - Niklas Modig & Par Ahlstrom)
Our values become a source from which all of our co-workers could seek guidance. In those values, you can find all the answers to how we should act in every situation. Those values show us how we should always be. (src: Book_ This is LEAN - Niklas Modig & Par Ahlstrom)
It is the visualization that allows us to see the whole football pitch all the time. It is impossible to control a whole organization. But it is possible to standardize and visualize everything we do. Through visualization, we can control the whole organization by just controlling the deviations form the standards. It is the deviations that trigger improvement of the normal state. (src: Book_ This is LEAN - Niklas Modig & Par Ahlstrom)