Quiz by: SLE
Toyota, number one car manufacturer worldwide in ten years period. Porsche, despite been a start-up in the 90s, it’s now one of the most profitable car companies worldwide. Honeywell, outperformed, S&P index by hundred per cent in the past ten years. The common factor between these cases of success is: LEAN THINKING.
Lean is the pursuit of perfection, be a systematic approach to identify and eliminate waste for continous improvement of the value stream, enabling the product or information to flow at a rate determined by the pull of the customer.
Lean Thinking targets to eliminate activities that do not add value. Modify the workflows that are not balanced and orchestrate work overloads for the team members and the processes as well. Once upon a time, world’s most distinguished expert in manufacturing, Shigeo Shingo, illustrated that the most dangerous kind of waste is the waste we do not recognize. For that truth, waste should be eradicated by terms of value base planning to avoid any out of process wasting. That value is defined primarily by analyzing the needs of the customer which constitute the targets of any corporate strategy. After identifying the value, the strategists should map the value stream then create the workflow, establish the pull and seek perfection. The planning staff should keep into account that the main mission of Lean philosophy is to maximize customer value and minimize waste as much as they can.
But changing to Lean incorporates also an act of sustainable, standardized, continuous improvement approach, or what is known in Japanese as “Kaizen events”. So when changing to Lean intertwined with standardization, it will lead with time and practice to sustainable progress. So you can easily note that these processes of continous improvement and structural standardization push the effectiveness of Lean companies to far reaching scales. Compared to the traditional companies, which might have occasional improvement drives but with absence of structural standardization.
Philips started Lean deployment journey early; it led to some amazing results from 2009 to 2012 in manufacturing. Savings over 160 million, quality improvements of 30% year on year, inventory reductions of more than 30%, floor space reductions typically 20 to 30%, kaizen implemented more than 140 thousand ideas.
Lean will not succeed if the initiative stays limited to operations, it should be dealt with as an all out process. That’s why Lean is an integrated part of the “M2O EXCELLENCE” within the PHILIPS accelerate journey. Lean is not what some may think, Lean is not the next headcount reduction exercise, but Lean creates opportunities for doing more value-added activities. Lean is not about working harder but working smarter.
- Continous improvement /kənˈtɪn.ju.əsımˈpruːvmənt/
= amélioration continue
- the flow /ðəfləʋ/ = Le flux
- With no added value /wɪðnəʊædɪdˈvæljuː/ = Sans valeur ajoutée
- To orchestrate /tuːˈɔːkıstreıt/ =
Orchestrer / Organiser
- Waste /weıst/ = gaspillage
- The need of the customer /ðəniːdəvðəˈkʌstəmə/
= Le besoin du client
- Should be dealt with /ʃədbiːdeltwɪð/ = devrait être traité