the lean diamond
DESCRIPTION
A model of balance for successfully sustained Lean implementations.TRANSCRIPT
THE LEAN DIAMOND
Balance for Sustained Success
Created by Tom Curtis 2011Blog: www.onimproving.blogspot.comPresentations: on www.slideshare.net/onimproving Email: [email protected]: @onimproving
INTRODUCTION
Many Lean efforts are undertaken every year. Many see early results through Lean tools usage or substantial
drive and effort of dedicated and enthusiastic staff only to regress or stagnate over time. What follows is a
model that looks at 4 important elements or points to implementing and sustaining Lean over the longterm. The
model is a diamond symbolizing the balance required between the 4 points. Often one or more of these
points is underestimated or allowed to lapse. In using this model we can fight this issue. I hope you find this
model useful in your Lean implementation. --Tom Curtis
THE DIAMOND’S POINTS
CultureOwnershipResources
Skills
The Model
Resources
Skills
Culture
Ownership
LEAN
THE 4 POINTS:A CLOSER LOOK
CULTURE
What is culture? Culture is a set of ideas, ways, and practices that define a group. Cultures can be created and changed or evolve overtime. A culture helps to
define what is “good” or “proper”. It provides direction in our activities, goals, and pursuits. Lean cultures
encourage uncovering problems and working towards solutions. They are usually defined in contrast to
traditional business structures as what such cultures are not. The right culture is a must in creating change and implementing Lean. To not develop foretells a lack of
Lean success. Culture must be worked every day.
OWNERSHIP
Lean requires ownership. Not just general ownership, but specific ownership. When something goes wrong there is no blaming that goes on. Why? Because the ownership is clear there is no need. It is already clear and we can move on to addressing the issue at hand.
Ownership requires time and detailed effort to establish, consistency and follow up to maintain.
Without it, systems and standards fall apart and slide into disrepair. This is not easy, quick, or fun, but provides
a foundation for flow, kaizen, and value creation. We must get it done if we are to succeed over the long
term.
RESOURCES
To under-resource is to malnourish an improvement effort. We must resource properly. As we design our implementation plans we need to define at a low level
what we will require. This is not to become rigid, but to ensure we will have the resources we need. We as
humans have a tendency to underestimate what an effort will take or to plan for flawless execution. We need to
load so that there is room to handle surprises that come. Another definition of resources is proper support for
the efforts at hand including management support, supplies, and systems. Staff right and verify.
SKILLS
Skills are required for our Lean efforts. There are skills that we need everyone to have like waste identification,
finding root cause, and problem communication. We also need those who can facilitate, teach, create, and
specifically correct. We need to train hands-on again and again in different ways and situations. We must make a real investment with opportunities to grow, experiment
and learn. We need to develop ways to practice everyday and ensure we are getting better. Skill help us to correct and create and better come to see. We need
to be building skills.