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What is a lean

What is a lean

What is a lean

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A lean is manufacturing has one of its versions that work, which is completely different from both the 8-hour days of Henry Ford and the continuous movement of Fordist production. It is, instead, a vision for maximum efficiency. Just as the Toyota Production System has come to describe the efficiency and flexibility of Toyota, the Toyota Lean Manufacturing System has emerged as a term to describe the efficiency and flexibility of Toyota.Lean thinking always starts with the customer. What does the customer value? Or, stated differently and in a way that invites concrete action, what problem does the customer need to solve?

Lean

Lean practice begins with the work–the actions that directly and indirectly create value for the customer–and the people doing that work. Through ongoing experimentation, workers and managers learn by innovating in their work–be it physical or knowledge work–for increasingly better quality and flow, less time and effort, and lower cost. Therefore, an organization characterized by lean practice is highly adaptive to its ever-changing environment when compared to its peers because of the systematic and continuous learning engendered by lean thinking and practice.

Leaning Toward Green (Quality Progress) Lean practitioners have for many years called attention to the conventional seven deadly wastes in actions taken to transform raw material into a finished product. However, if they would use a broader perspective to include material and energy sources used to create the product, more waste and cost savings could be realized.The Value of a Lean Culture (Journal for Quality and Participation) Many organizations try to recognize employee effort with incentive programs, but often this recognition achieves the opposite of what is intended by not giving employees the opportunity to empower themselves. A shift to lean culture is a great vehicle to make that happen. (Source: asq.org)

Customer

Once an entrepreneur with a convincing business plan obtains money from investors, he or she begins developing the product in a similarly insular fashion. Developers invest thousands of man-hours to get it ready for launch, with little if any customer input. Only after building and launching the product does the venture get substantial feedback from customers—when the sales force attempts to sell it. And too often, after months or even years of development, entrepreneurs learn the hard way that customers do not need or want most of the product’s features.

First, rather than engaging in months of planning and research, entrepreneurs accept that all they have on day one is a series of untested hypotheses—basically, good guesses. So instead of writing an intricate business plan, founders summarize their hypotheses in a framework called a business model canvas. Essentially, this is a diagram of how a company creates value for itself and its customers.Founders translate company ideas into business model hypotheses, test assumptions about customers’ needs, and then create a “minimum viable product” to try out their proposed solution on customers. (Source: hbr.org)

 

 

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