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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....
defines the value the customer will experience an organization can either focus on differentiation or cost differentiation anything that a customer considers valuable eg. better experience, better quality, faster service, more choice cost sacrifice in terms of - money - time - energy that the customer must make to satisfy their need Model_ business strategy vs operations strategy (src: Book_ This is LEAN - Niklas Modig & Par Ahlstrom)
Model: business strategy vs operations strategy A business strategy defines what type of customer need the organization wishes to satisfy An operations strategy defines how the organization will meet this need. Model_ business strategy Model_ operations strategy (src: Book_ This is LEAN - Niklas Modig & Par Ahlstrom)
Efficiency frontier theoretical perfect state impossible to achieve Unfortunately, the star is a theoretically perfect state, which is worth striving for but impossible to achieve to reach the star requires perfection customer’s present and future needs flexible and reliable resources obstacles variation in demand perfectly predict (what, when, which amount) variation in supply perfectly flexible resources (what, when, which amount) perfectly reliable impossible to reach an operational state beyond the efficiency frontier !...
axes resource efficiency flow efficiency four different operational states efficient islands - resource over flow efficient ocean - flow over resource wasteland - neither flow nor resource the perfect state - both Model_ Efficiency frontier (src: Book_ This is LEAN - Niklas Modig & Par Ahlstrom)
Model: Lean improvement pattern: U-shaped this improvement pattern, shows some key traits of lean example: Toyota Sales Logistics sales, distribution, service (Japan requires thorough car inspections) a) perceived starting position b) actual starting position lot’s of superfluous work (unnecessary technical work, moving cars, difficult planning) c) increasing flow efficiency the speed of the value-adding activities was increased, and non-value-adding activities were eliminated teamwork specialized equipment standardization visualization d) increasing resource efficiency...
Model: Lean is an operations Strategy lean is an operations strategy that prioritizes flow efficiency over resource efficiency aiming for the star moving ’to the right and up’ in the Model_ Efficiency Matrix Quote_ lean operations strategy (src: Book_ This is LEAN - Niklas Modig & Par Ahlstrom)