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Lean IT ( Books Review )

By: Steven Bell & Michael Orzen 

Information Technology is supposed to enable business performance and innovation, improve service levels, manage change, and maintain quality and stability, all while steadily reducing operating costs. Yet when an enterprise begins a Lean transformation, too often the IT department is either left out or viewed as an obstacle. What is to be done? This book shares practical tips, examples, and case studies to help you establish a culture of continuous improvement to deliver IT operational excellence and business value to your organization.

Books Review : Simple Excellence

By: Adam Zak and William Waddell
Detailing the role of senior management in achieving a successful transformation to organizational excellence, Simple Excellence: Organizing and Aligning the Management Team in a Lean Transformation charts a course of simplification through the complexity often associated with managing performance improvement initiatives. It spells out the roles of key individuals on the management team—including those from sales and marketing, human resources, purchasing/supply chain, information technology, finance, and engineering.

Decoding the DNA of the Toyota Production System

The Toyota Production System is a paradox. On the one hand, every activity, connection, and production flow in a Toyota factory is rigidly scripted. Yet at the same time, Toyota's operations are enormously flexible and responsive to customer demand. How can that be? After an extensive four-year study of the system in more than 40 plants, the authors came to understand that at Toyota it's the very rigidity of the operations that makes the flexibility possible.

LEAN PRINCIPLES

Lean operating principles began in manufacturing environments and are known by a variety of synonyms; Lean Manufacturing, Lean Production, Toyota Production System, etc. It is commonly believed that Lean started in Japan (Toyota, specifically), but Henry Ford had been using parts of Lean as early as the 1920's.

The goal of lean production is described as "to get the right things to the right place at the right time, the first time, while minimizing waste and being open to change.

Lean manufacturing is based on 5 Lean Principles:

• Specify what creates value from the customers perspective 
• Identify all the steps along the process chain 
• Make those processes flow 
• Make only what is pulled by the customer 
• Strive for perfection by continually removing wastes

The key element in Lean is to shorten the time from customer order to bank payment. This is achieved by identifying and eliminating waste. In a conventional supply chain and in individual businesses, there are potentially huge amounts of different wastes, known as "The 7 Wastes".

source :www.lean101.ca

LEAN THINKING

• Lean companies work to precisely define value in terms of specific products with identified capabilities offered at set prices through a dialogue with their customers.

• The process involves learning to adopt and employ a series of tools and techniques to achieve incremental improvements in an organization.

• Above all, Lean Thinking methods are inclusive of all employees and involve a major change in the embedded attitudes of the individuals that make up the organizations.

• Lean tools such as Value Stream Mapping, Quick Changeover/Setup Reduction, Single Minute Exchange of Dies (SMED), Kaizen, Cellular/Flow Manufacturing, Visual Workplace/5S Good Housekeeping, Total Productive Maintenance (TPM), and Pull/Kanban Systems are used to produce change.

• Companies and organizations employing these lean tools report significant gains in productivity and overall effectiveness within their specific entities.

• Lean manufacturing uses less of everything compared with mass production. Half the human effort in the factory, half the manufacturing floor space, half the investment in tools, half the engineering hours to develop a new product in half the time.

• Also it requires keeping far less than half the needed inventory on site and results in fewer defects.

• This is accomplished through: Teamwork, Communication, Efficient use of resources & Continuous improvement.

Source :www.lean101.ca

The Problem with Creative Work and Creative Management

Years ago I heard a presentation from someone at Toyota explaining where to begin in implementing the Toyota Production System. “Start by analyzing the work to be done.”

This meant listing all the actions required to create the value in a given product and then dividing these actions into three categories:

Value-creating work. Activities adding directly to the value of the product as determined by the customer. (Manufacturing examples are painting the product or adding parts during assembly.) A simple test is to ask whether customers would mind if this work was not done but their product still performed properly. If they would mind, it is value creating. For example, almost all customers expect their products to be painted with all the parts assembled, so these steps are value creating.

Creating a Lean Culture

Creating a Lean culture seems very difficult. But it does not have to be that way.

“How do we create a Lean culture?” That’s a question we often hear from managers and associates. For years this has been a prime concern of many Lean practitioners. However, focusing on Lean culture as “the answer” can impede people’s ability to gain a deeper understanding of the Lean management system and how to improve. Said another way, searching for the secret to creating Lean culture can become a harmful distraction.

Consider a rock-and-roll band. To excel at making good music, each band member must possess several important characteristics: