The very definition of Lean management usually differs with 3 different people and you’ll likely get three different answers.
The important goals of Lean are improvement of quality, increasing efficiency by reducing the “waste” and focusing on cost-cutting.
These goals are something which almost everyone would agree on but the strategic elements of Lean are considered to be quite complex and they comprise multiple elements. Four different notions of lean are identified:
Lean management as a hard and fast state or goal (being lean)
Lean management as endless improvement process (becoming lean)
Lean management as a group of working methods (doing lean/toolbox lean)
Here are a couple of ideas on how you’ll successfully implement Lean management:
#1: Start with the action within the technical system; follow quickly with cultural change
In order to form a strategic Lean approach work, process operators need to add process-related teams, instead of their current functional ones. Teams got to become truly self-directed, allowing problems to select the people required to unravel them from within the teams instead of management picking the issues and assigning them to people to unravel.
#2: make sure that all members of staff are correctly coached
Conflict and delivery could be avoided by a management group that will facilitate change with the teams working for them then remove waste efficiently. In practice, this suggests learning by doing first and training second.
The Toyota approach to training, as an example, is to place people in difficult situations and allow them to solve their answers to the issues. One of the key approaches known as the Oliver Wight Approach advocates running an action-based learning event to both educate the team in Lean and its application to a process which is often achieved by creating value stream maps of the present process before goal setting and therefore the team helps in creating a replacement Lean process, alongside an implementation plan and budget.
#3: It is important, to begin with, value stream pilots which demonstrate lean as a system and supply a “go see” model
Value Stream Mapping is one of the key lean tools. This tool when used correctly enables us to make a map of both value and waste during a given process. This map can then be wont to understand the waste and its causes before moving on to get rid of it in order that value flows without interruption of waste