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THE LEAN TOOLBOX

A HANDBOOK FOR LEAN TRANSFORMATION

Fifth edition

John Bicheno

Buckingham Lean Enterprise Unit, University of Buckingham

and

Matthias Holweg

Saïd Business School, University of Oxford

RODUCTION AND

NVENTORY

ONTROL

YSTEMS AND

NDUSTRIAL

NGINEERING

(PICSIE)

OOKS

UCKINGHAM

NGLAND

2016

Table of Contents

THE LEAN JOURNEY ................................................ 1

1.1

HAT IS

EAN

….? ..............................................1

1.2

EAN

VOLUTION

...............................................1

1.3

OUBLE

IAMOND

.......................................2

1.4

EAN

THE

S-

CURVE AND

NNOVATION

....................3

1.5

HERE TO START

EAN

RANSFORMATION

RAMEWORKS

...................................................4

1.6

ALUE

TREAM

APPING

(VSM)..........................4

1.7

OUSE OF

EAN

...........................................4

1.8

EAN

NTERPRISE

OUSE

...............................5

1.9

HINGO

RIZE

RAMEWORK

.................................6

1.10

IERARCHICAL

RANSFORMATION

RAMEWORK

1.11

THER

PPROACHES TO

EAN

MPLEMENTATION

. ..11

THE LEAN MINDSET .............................................. 13

2.1

DEAL

RUE

ORTH

AND

URPOSE

...13

2.2

IVE

EAN

RINCIPLES

.................................13

2.3

EAN IS NOT TOOLS

–

O R EVEN A SET OF INTEGRATED

TOOLS

! ..........................................................15

2.4

EMBA AND

ENCHI

-G

ENBUTSU

.........................15

2.5

ULL

..............................................................15

2.6

UDA AND THE

EVEN

ASTES

..........................17

2.7

RIGINAL

EVEN

ASTES

............................18

2.8

ASTES

............................................21

2.9

EAN IS ALL ABOUT

RODUCTIVITY

.......................24

2.10

EAN IS

YSTEMS

HINKING

................................25

2.11

EAN IS

ONTINUOUS

EARNING

.........................29

2.12

EAN IS BOTH

EVOLUTION AND

VOLUTION

..........29

2.13

EAN IS

ISTRIBUTED

ECISIONS

'........................30

2.14

EAN IS

REEN

.................................................30

2.15

EAN IS

OMPRESSION

......................................31

2.16

RINCIPLES OF

EAN

...............................32

2.17

OYOTA

............................................35

2.18

DNA

TPS:

OUR

ULES AND

OUR

UESTIONS

....................................................35

THE SCIENCE OF LEAN .......................................... 38

3.1

INGMAN EQUATION

..................................38

3.2

ITTLE

...................................................42

3.3

RITICAL

WIP ..................................................43

3.4

UFFERS

.........................................................45

3.5

NVENTORY

RADE

-O

URVES

..........................46

IMPROVEMENT .................................................... 49

4.1

OW TO GET STARTED

.......................................49

4.2

EMBA

ALKS

AND THE

EMBA

........................49

4.3

MPROVEMENT

YCLES

PDCA,

DMAIC,

AND

8D ..51

4.4

OOT

AUSE

ROBLEM

OLVING

.........................54

4.5

ATA

..............................................................57

4.6

AIZEN

...........................................................62

4.7

ESS

ANAGEMENT

........................................68

4.8

ROBLEM

OLVING AND

EPORTS

...................69

4.9

OMMUNICATIONS

OARD

................................71

4.10

RGANIZING FOR

MPROVEMENT

........................73

MANAGING CHANGE ........................................... 76

5.1

EOPLE AND

HANGE IN

EAN

............................ 76

5.2

OCIO

ECHNICAL

YSTEMS

................................ 76

5.3

ESPECT AND

UMILITY

.................................... 77

5.4

EOPLE

RILOGY

........................................ 79

5.5

ODELS FOR

HANGE

ANAGEMENT

................. 82

5.6

REATING THE

EAN

ULTURE

............................ 90

5.7

DOPTION

URVE AND

EOPLE

............... 93

SUSTAINABILITY–MAKING CHANGE STICK ............ 97

6.1

ACKSLIDING

................................................... 97

6.2

AILURE

ODES OF

EAN

MPLEMENTATIONS

. 98

6.3

WORD OF WARNING ON

EAN

MPROVEMENT

... 102

6.4

ROCESS

(

AND

YSTEM

)

USTAINABILITY

............ 102

6.5

TAFF

USTAINABILITY

..................................... 104

STRATEGY AND DEPLOYMENT ............................109

7.1

HAT IS AN

PERATIONS

TRATEGY

'? .............. 109

7.2

ORMULATING AN

PERATIONS

TRATEGY

.......... 109

7.3

RADITIONAL

LANNING

.................................. 111

7.4

OSHIN

ANRI

–

EPLOYING AN

PERATIONS

TRATEGY

.................................................... 111

7.5

EMAWASHI

ANSEI

AND

ATCHBALL

'......... 113

7.6

ONCLUDING REMARKS ON

OLICY

EPLOYMENT

. 115

7.7

USINESS

ODEL

ENERATION

........................ 116

7.8

ALUE

TREAM

CONOMICS

HAT TO

AKE

HERE

.................................................................. 117

7.9

SSENTIAL

ARETOS

................................. 119

7.10

ISRUPTIVE

ECHNOLOGIES

............................. 122

PREPARING FOR FLOW .......................................124

8.1

EMAND

ANAGEMENT

................................. 124

8.2

EMAND

NALYSIS

......................................... 125

8.3

ALUE

TREAM

RGANIZATION

........................ 128

8.4

OTAL

RODUCTIVE

AINTENANCE

(TPM) ........ 129

8.5

AKT

IME

ITCH

IME

LANNED

YCLE

IME

AND

ADENCE

. .................................................... 134

8.6

CTIVITY

IMING

CTIVITY

AMPLING AND

ORK

LEMENTS

.................................................... 135

OTE ON

CTIVITY

AMPLING

......................................... 136

8.7

5S ............................................................... 136

8.8

ISUAL

ANAGEMENT

.................................... 140

8.9

TANDARD

ORK

TANDARDIZED

ORK AND

TANDARD

PERATING

ROCEDURES

................ 142

8.10

RAINING WITHIN

NDUSTRY

(TWI) ................... 146

8.11

HANGEOVER

EDUCTION

(SMED) ................... 148

8.12

MALL

ACHINES

VOIDING

ONUMENTS AND

HINKING

MALL

........................................... 151

MAPPING AND ANALYSIS ....................................153

9.1

HAT IS THE

IM OF

APPING

? ...................... 153

9.2

EFORE

OU BEGIN

APPING

… ........................ 153

9.3

NTRODUCTION AND

ARNINGS

....................... 153

9.4

IVE

TAGES OF

APPING

......................... 154

9.5

YPES OF

APS

............................................. 160

9.6

OTE ON

NTERVENTION

HEORY AND

HANGE

.. 95

LAYOUT, CELLS AND LINE BALANCE .................... 175

10.1

AYOUT

ELL AND

INE

ESIGN

EAN

LANT

AYOUT

................................................................. 175

10.2

AJOR

YPES OF

AYOUT

RODUCT

ROCESS

ATRIX

...................................................... 175

10.3

ENERAL

AYOUT

OOD AND

OT SO

OOD AT THE

ACTORY

EVEL

............................................. 175

10.4

ATERIAL

ANDING

OOD AND

OT SO

OOD AT

THE

ACTORY

EVEL

. ...................................... 180

10.5

ELLS

.......................................................... 181

10.6

HAKU

-C

HAKU

ELL OR

INE

........................... 187

10.7

IRTUAL

ELLS

.............................................. 187

10.8

OVING

INES AND

ULSE

INES

...................... 188

10.9

RGONOMICS

................................................ 190

10.10

3P:

RODUCTION

REPARATION

ROCESS

.......... 191

SCHEDULING LINE PROCESSES ............................ 193

11.1

IFFERENT PROCESSES REQUIRE DIFFERENT

APPROACHES TO SCHEDULING

.......................... 193

11.2

ENERAL COMMENTS ABOUT SCHEDULING

......... 194

11.3

EVEL

CHEDULE

..................................... 195

11.4

ASTER

CHEDULING AND

INAL

SSEMBLY

CHEDULING

................................................ 196

11.5

HE TEN VALUE STREAM SCHEDULING CONCEPTS

.. 196

ALES AND

PERATIONS

LANNING

(&)............................... 206

11.6

ANBAN

ULL AND

CONWIP ......................... 206

11.7

ELL OR

INE

ALANCING

................................ 182

11.8

PPLYING

EPETITIVE

CHEDULING

................... 213

SCHEDULING BATCH PROCESSES ........................ 215

12.1

ANBAN

RUM

UFFER

OPE

AND

CONWIP ... 215

12.2

UFFERS

YPES

IZING

OCATION

.................. 216

12.3

UILDING

LOCKS

.................................... 217

12.4

HARED

ESOURCES

....................................... 219

12.5

ATCH

IZING

............................................... 222

12.6

HEORY OF

ONSTRAINTS AND

EAN

................. 228

12.7

ONSTRAINTS

OTTLENECKS AND

-B

OTTLENECK

ESOURCES

YNCHRONOUS

ULES

............ 228

12.8

HEORY OF

ONSTRAINTS

MPROVEMENT

YCLE

. 229

12.9

ONFLICTS BETWEEN

EAN

HINKING

TOC

AND

ACTORY

HYSICS

? ........................................ 230

QUALITY ............................................................ 233

13.1

NDERSTANDING

USTOMER

EEDS

ANO

ODEL

....................................................... 233

13.2

RAMEWORK FOR

EAN

UALITY

................... 235

13.3

ISTAKES AND

RRORS

................................... 235

13.4

ARIATION AND

IGMA

.............................. 240

13.5

OMPLEXITY

................................................. 245

LEAN PRODUCT DEVELOPMENT ......................... 247

14.1

OUR

BJECTIVES AND

RADE

OFFS

............. 247

14.2

EAN IS

IFFERENT IN

RODUCT

EVELOPMENT

.. 249

14.3

ASTES IN

RODUCT

EVELOPMENT

......... 249

14.4

YSTEMS FOR

NPD ........................................ 251

14.5

ESIGN

HINKING

.......................................... 254

14.6

AIN

EAN

ESIGN

OOLS

.............................. 256

14.7

DDITIONAL

OOLS FOR

EAN

RODUCT

EVELOPMENT

.............................................. 262

CREATING THE LEAN SUPPLY CHAIN .................... 272

15.1

HAT IS SUPPLY CHAIN MANAGEMENT

? ............. 272

15.2

HE THREE SUPPLY CHAIN

ENEMIES

' .................. 274

15.3

O WHAT MAKES A SUPPLY CHAIN LEAN

? ............. 275

15.4

YNAMIC DISTORTIONS

–

ULLWHIP

FFECT

. 275

15.5

ANAGING SUPPLIER RELATIONS

....................... 278

15.6

UPPLY

HAIN

OLLABORATION

........................ 284

15.7

EAN

OGISTICS

.............................................. 285

15.8

ANAGING

UPPLY

HAIN

ISK

........................ 286

15.9

RDER

ULFILMENT AND

RODUCT

USTOMISATION

.................................................................. 288

15.10

SCOR

MODEL

.......................................... 292

15.11

EASURING

UPPLY

HAIN

ERFORMANCE

......... 292

15.12

REATING

IGH

PERFORMANCE SUPPLY CHAINS

... 292

ACCOUNTING AND MEASUREMENT .................... 295

16.1

EAN

CCOUNTING

......................................... 295

16.2

ERFORMANCE

EASURES

............................... 300

16.3

ASIC

EAN

EASURES

............................. 302

16.4

ARGET

OSTING

AIZEN

OSTING AND

OST

OWN

.................................................................. 303

LEAN BEYOND THE FACTORY FLOOR ................... 307

17.1

HE ROLE OF CONTEXT

..................................... 307

17.2

RODUCT OR

ERVICE

? .................................... 307

17.3

YPES OF

ERVICES

......................................... 308

17.4

MANUFACTURING LOGIC FOR SERVICES

? ........... 308

17.5

EVEN

ERVICE

ASTES

............................ 309

17.6

ERFORMANCE AND

ORKLOAD

ARKINSON

AND

CARCITY

............................................... 310

17.7

EAN

EALTHCARE

.......................................... 313

17.8

EAN

INANCIAL

ERVICES

................................ 313

17.9

EAN

IT ........................................................ 314

17.10

EAN

ONSTRUCTION

...................................... 315

17.11

EAN

ROFESSIONAL SERVICES

.......................... 315

17.12

EAN IN THE

UBLIC

ECTOR

............................. 315

17.13

EAN IN THE

FFICE

........................................ 316

17.14

EAN

TART

-U

............................................. 317

LEAN – HOW IT ALL CAME ABOUT ....................... 318

18.1

EAN BEFORE

OYOTA

..................................... 318

18.2

OYOTA

THE

IRTHPLACE OF

EAN

.................... 318

18.3

HY DO WE CALL IT

EAN

'? ............................ 320

18.4

EAN

HRONOLOGY

..................................... 322

FURTHER RESOURCES – WHERE TO GET HELP...... 326

19.1

OMPANION

OLUMES

................................... 326

19.2

ERTIFICATION

............................................... 326

19.3

ESEARCH

ENTRES

ESEARCH

ROGRAMMES AND

ESOURCES

........................................... 326

ABBREVIATIONS ............................................................ 327

INDEX ............................................................................ 329

EAN

OURNEY

│

1 The Lean Journey

This book has a single purpose: to help you make

Lean work in your organisation. It provides you

with the key principles and tools needed for a

lean transformation. It will guide your

implementation and act as a reference guide for

you to go back to as you advance on your lean

journey. The philosophy will always remain, yet

as new challenges arise, different tools will be

required. In this book we have assembled the

main tools, systems and principles we have found

to be useful when applying Lean to

manufacturing, as well as services, the public

sector, IT operations, and the office. We wish you

good luck in your journey!

1.1 What is Lean….?

Lean is about moving ever closer to

uninterrupted flow in the sequence of operations

that deliver perfect quality – in other words –

becoming more of a time-based competitor.

'Flow' is not only of physical products and

services but also the information and designs

necessary to run operations. This requires

continuous improvement in three dimensions:

 Waste reduction

 Value enhancement

 People involvement

Without all three, Lean will not survive. Through

time, as conditions change, the emphasis may

shift from one to another and back again. But

always there should be elements of each and

guided by a clear customer-related purpose.

Note that the capabilities of your people need

continuous development.

Especially important is that value must be

defined in the eyes of the customer, in terms that

are meaningful to the customer.

A 'quick and dirty' definition of Lean is 'doing

more with less'. This is of course directly in line

with the definition of productivity (outputs /

inputs). But this should be interpreted more

widely as doing good for customers and

stakeholders with less resources – materials,

energy, pollution – to achieve ultimate

sustainability.

The Lean Enterprise Institute states, 'The core

idea is to maximize customer value while

minimizing waste. Simply, lean means creating

more value for customers with fewer resources.'

In 2014, Quality Progress magazine defined Lean

as 'the permanent struggle to flow value to each

customer.' This concise definition captures

several points:

 There is no end point; it is a journey.

 It is not easy.

 Long term consistency is required.

 It is about flow – and improving flow

means understanding both customers

and the system, and reducing

impediments to flow.

 The individual customer should be the

focus. Not 'mass' but 'one at a time'.

Roger Schmenner, emeritus professor at Indiana

talks about 'swift, even flow', which is also a neat

and succinct summary.

Masaaki Imai, pioneer of Kaizen, now thinks the

core concepts are Flow, Synchronization, and

Levelling, or 'FSL'.

Gitlow has the useful concept that value is a

function of time, place, and form – to make

progress at least one has to be improved, if not

all three. Time is delivery lead time. Place is to do

with customer convenience. Form is to do with

design and utility.

The TRIZ concept of value is the ratio of Benefits

divided by Cost plus Harm. Benefits may accrue

before, during, or after the event. Harm includes

all the possible 'victims' – environment, energy,

and safety as well as any social harm that may be

caused.

1.2 Lean Evolution

For many, Lean started with 'tools'. Often, these

were not even a set of tools but completely

independent: 5S here, SMED there, kanban here

and A3 there. But, like any set of tools, they are

│

EAN

OURNEY

there for a purpose, not an end in themselves.

Like Michelangelo chipping away all marble that

was not David, so Lean tools are there to chip

away everything that does not enhance value for

the customer. For a while, a pure tools approach

is not a bad thing. Like Michelangelo's original

marble block, a lot can be removed with little

skill. Then came Lean through Principles – often

the 5 Lean Principles of Womack and Jones, or

principles of self-help, respect, responsibility

towards staff, customers and society. This is

much better, and better still if systemically

brought together.

But now some have begun to realise that 'real'

Lean is behaviour-driven. What everyone does

every day without being told. But how to get to

this state of nirvana? Behaviour is built through

confidence and security. An example would be

pulling the Andon chord when a problem occurs

and doing this as a habit, in the confidence that

this will be supported and expected. No 'lip

service'. And the habit of using an experimental

approach. Over time, with persistence, this builds

the 'world view' – the things we take to be self-

evident.

The most important behaviour is that, at every

level, leaders are teachers – continually

reinforcing the correct usage of the principles

and the tools. Not relying on a 10-day Lean

course, or a book, or intranet for their staff to

learn the principles and tools – but by self-

demonstration and coaching every day.

In some ways the word 'Lean' is an unfortunate

one, because it has connotations of being

manufacturing only (but by no means is confined

to it), as well 'mean-ness' or 'cutting back',

generally in terms of headcount. On the contrary,

Lean is about growth and opportunity. For

example, Toyota has grown not cut back. They

have grown because they have capitalized on the

huge advantages that Lean brings. It is better to

grow into profitability rather than to shrink into

profitability.

This leads to another important idea – that of

'Lean Enterprise'. Womack and Jones have

emphasized that Lean is concerned with

enterprise not just with manufacturing. If you

have already started on your Lean journey

without involving design, marketing, accounting,

HR, distribution, and field service, you will have

to do so very soon or risk the whole programme.

These functions have a vital role to play in

answering what the organization will do with the

improved flexibility, times, and the rest. If the

answer is just 'reduce costs' management has

missed the point. But the Lean enterprise also

needs appropriate people policies, measures,

accounting, design and new product

introduction, supply chain activities, and service

initiatives – perhaps 'servitization'.

David Cochrane makes an excellent point: Lean,

says he, is not what organizations need to do.

Lean is what organizations should become by

effective system design and implementation.

One way of understanding Lean is to view it as a

(proven) approach to dispense with increasingly

inappropriate 'economies of scale' and to adopt

'economies of time'. To conclude, take Ohno's

Method:

1. Mentally force yourself into tight spots.

2. Think hard; systematically observe reality.

3. Generate ideas; find and implement simple,

ingenious, low cost solutions.

4. Derive personal pleasure from

accomplishing Kaizen

1.3 The Double Diamond

The 'Double Diamond' is a useful concept that

has been used for decades in value engineering,

design (British Design Council), culture change,

and service. A typical example is shown in the

figure.

Within each diamond various alternatives are

generated, considered, and the appropriate

solution selected. Widen out the possibilities,

then narrow the focus. Never go blindly after one

solution – and then sometimes find it is a bad

solution and all the work has been wasted.

EAN

OURNEY

│

Lean has traditionally been seen to apply in the

lower diamond. But to confine Lean to Execution

is increasingly inappropriate. Much waste, cost

and effectiveness is built in during stages in the

upper diamond. So the diamond concept is useful

as Lean has extended into design (for example by

Westrick and Cooper), into '3P', into Lean

software (for example 'Lean Startup'), and into

Lean Service (Bicheno).

Each diamond in the broad double diamond

contains several diamonds or sub-phases. In the

top diamond, for example, there is innovation

design, and Production Preparation Process (3P).

In the bottom diamond, the same widen-it-out-

then-narrow-it-down would be recommended

practice in A3, kaizen, value stream mapping,

layout, and Six Sigma – to mention just a few.

So in this book increased attention is paid to the

top diamond in comparison with the previous

edition, and the methodology is recommended

throughout.

1.4 Lean, the S-curve and Innovation

Throughout history, every innovation has gone

through an S-curve. Slow start, take off, fast

growth, slowing growth, and maturity. Lean is no

different. Neither is Six Sigma.

In the mid 1960's the Olympic record for the high

jump was progressing slowly. The dominant

approach was the 'Western Roll'. Enter Dick

Fosbury with a radically new approach, initially

scorned by his coach. But persistence won out

and the 'Fosbury Flop' triumphed in the 1968

Olympics. From that moment other approaches

were instantly outdated. The Western Roll could

be improved upon continuously, but will never

again win gold.

So it is with Lean: Kaizen and Breakthrough (or

Kaikaku) need to work together. Breakthroughs

often come from outside. As Steven Johnson has

pointed out in "Where Good Ideas Come From",

they almost invariably involve 'the adjacent

possible'. Innovations are imported from

adjacent areas. So Henry Ford used ideas from

cattle slaughter disassembly, from 'scientific

methods' and from the electric motor that

enabled high consistency of parts and

movement. Toyota built on Ford, but added ideas

from the loom, from Juran's quality ideas and

Deming teaching, and from American

supermarkets and trams.

Within each big S-curve there are little s curves –

smaller innovations that accumulate through

time. These are necessary, but not sufficient.

Without the occasional breakthrough, Lean will

invariably stagnate.

A great danger in Lean, as in other fields, is

Groupthink. Lean people always talking to Lean

people. Always taking only one company as the

role model. As Harvard Business School professor

Clayton Christensen has shown, 'disruptive'

innovations classically come from the outside

and are seen as irrelevant until they too improve

and cross the line to become 'good enough'.

Perhaps the future of Lean lies with frugal

innovations from India, from additive

manufacturing, and from service concepts.

(Please see also Section 15.3.)

│

EAN

OURNEY

1.5 Where to start? Lean Transformation

Frameworks

In 2015, Lean is well established in many

organizations. Many have developed their own

frameworks.

Lean Transformation is the core topic of this

book, yet if you are hoping to find a shortcut for

your Lean journey here, we will have to

disappoint you. While one tends to look for the '3

steps to heaven', unfortunately all Lean

transformations are different, and there is no

one 'golden bullet' recipe to follow.

Three Frameworks are presented here – Toyota

House of Lean, the Shingo Model and the

Hierarchical Transformation Framework. These

are intended to help with the appropriate use of

the tools that follow. These are not the only

frameworks, and we will review some other

proven ones in section 1.11. In addition, there

are thousands of 'house of Lean' versions, plus

other (often rather) fuzzy frameworks. The

frameworks may help with deciding the approach

and priorities. But no framework should be

merely 'lifted'. Innovation and adaptation will

always be required.

As George Box the famous statistician said, 'All

models are wrong, but some models are useful'.

1.6 Value Stream Mapping (VSM)

It is possible to use VSM as guiding framework

for Lean Transformation. The basic idea is to go

to 'gemba' (the workplace) and define the

current state or 'as is' map. In a second step, the

future state or 'should be' process is defined. The

gap between these two maps becomes the

implementation plan: what actions need to be

taken to get from the current state towards the

future state.

After improvements have been made, and the

process is stable, new current and future state

maps are generated, and the cycle begins again.

One will never reach the initially defined future

state, but progressively move to an emerging

vision of a lean process (See Chapter 9 for details

on mapping).

1.7 The House of Lean

First, let us look at the conventional 'House of

Lean'. The original was developed at Toyota. An

early version is shown below. Note the two

pillars: JIT and Jidoka (Flow and Quality or 'Go'

and 'Stop'. Note that having both pillars is a

necessary regulating mechanism – you need

both. Ohno noted that in the West, the

preference was for Just in Time and he was

dismayed that Jidoka and 'automomation'

(automation with a human touch) were

frequently downplayed.

Later versions replace the two main pillars of Just

in Time and Jidoka with Continuous improvement

and 'Respect for people', built on a foundation of

Learning cycles. Even more lately Rother and

Liker have suggested that the Toyota system

rests on a scientific way of thinking. But there is

more. Scientific thinking is certainly needed for

incremental improvement or kaizen. But

occasionally creative 'out of the box' thinking is

needed to break through to the next level.

Here is the good news about such houses: They

are familiar and easy to understand. They seem

to make sense. They may have a proven record at

organizations like Toyota.

Here is the not so good news: They suggest you

need to build from the foundations up -

irrespective of situation. The walls are not

started before the foundations are complete –

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but often implementation is iterative. Several

successful implementations have begun with the

Policy Deployment roof. Moreover, the house is

strongly tools oriented, rather than system

oriented. Where does the customer come in?

What happens if you are failing your customers

due to poor delivery performance? How do you

deliver value? Sustainability issues often result

because employees misinterpret tools such as 5S

– seen as clean up but not extending to the

power of visual management. Another example

is Andon – seen as just a signal instead of a big

change in responsibility for both operator and

team leader. Management becomes

disenchanted because there is no impact on the

bottom line, and little on customer satisfaction –

for quite some time.

1.8 The Lean Enterprise House

Toyota and TPS continue to evolve. Toyota, like

many others, have recognised the limitations of

too much emphasis on tools. They now use a

Lean Enterprise house that differs from the

'tools' house. The enterprise house is a wider

view and emphasizes philosophy and approach.

The 'whats', not the 'hows'. The Toyota

Production System may be a house of tools, but

the Toyota Enterprise system is far more broad.

The foundation is the ongoing challenge of

continually adapting to the needs of customers,

employees, and environment. There is kaizen or

continuous change for the better. There is

teamwork and emphasis on working together.

And there is Gemba - the approach of hands-on,

going to see oneself rather than management by

remote control.

The pillars are now continuous improvement and

respect for people. These two go back to the

origins of Toyota in the 1930s to 1950s with

Sakichi and Kachiro Toyoda. Perhaps they go

back to a main source of their inspiration, Samuel

Smiles' Self Help. These two support the Toyota

Way – that hard to capture set of principles that

Jeffrey Liker as attempted to summarise. And

finally, the roof – thinking people – the real root

of sustained performance.

The concept of enterprise is important.

'Enterprise' means that Lean is not limited to

'manufacturing' or 'operations'. A Lean mindset

is necessary for all functions – accounting, IT, HR,

marketing, sales, purchasing, distribution, and of

course design and development. And not just

waste, but value.

Appropriately some have begun to say that TPS

stands for Thinking People System, rather than

Toyota Production System.

Similarly with customers. There are today's

customers and tomorrow's customers. And

today's customers come in different categories –

those that are very valuable, an intermediate set,

and a third set that are just not worth having.

Possibly your products or services are

inappropriately focused. So waste and value may

be perceived differently depending on the

customer group. A pensioner may be loyal

because extra time and attention is taken, but for

a businessman extra time could be waste.

Scott Adams, in the stimulating book, Good

Products Bad Products, gives dimensions against

which a product will be judged by customers as

Performance and Cost, Human fit and

ergonomics, Craftsmanship, Emotional appeal,

Elegance and sophistication, Symbolism and

cultural values, and concern for the environment.

Adams makes the point that it is well nigh

impossible to score highly on most of these

factors, and that different customers will have

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different perceptions. Value, then, is an elusive

commodity and one that must be continually

adapted and refined.

Kano, speaking about quality, talks about 'Basics',

'Performance Factors', and 'Delighters'. (See

Quality chapter.) Much the same can be said

about value. There are some activities that are

basic to value – defect free has become a basic in

some industries. There is 'performance' value –

lead time for example in some businesses, and

'delighter' value. Thus in the Kano model, value

and quality are dynamic.

Similarly, Terry Hill talks about 'order qualifiers'

and 'order winners'. Qualifiers get you into the

league, but winners win the match. Both

continually escalate.

Further reading

Darrell Mann, Hands-on Systematic Innovation,

IFR, 2009

Scott Adams, Good Products, Bad Products,

McGraw Hill, 2012.

1.9 Shingo Prize Framework

In 1988 The Jon M Huntsman School of Business

at Utah State University introduced The Shingo

Prize in recognition of Shigeo Shingo's life-time

accomplishments in the field of Operational

Excellence. The Shingo Model is a comprehensive

transformational model that recognizes that to

be truly successful the tools and techniques must

be led by guiding principles and that an

organisation must be able to demonstrate that

these guiding principles are embedded in their

culture through the behaviour of all employees

(Shingo-Institute, 2012).

The model asserts that lean transformation

occurs not through tools as tools only answer the

question of "how", but rather through collective

behaviour which is realised through

understanding the interrelated and

interdependent relationships between guiding

principles, systems, tools and results so that we

can answer the "why" question (Shingo-Institute,

2014).

The model further implies that principles govern

the laws of science and determine the

consequences of human relationships which

ultimately influence the outcome of business

endeavours. The Shingo Model is built on 10

guiding principles which are supported with 20

supporting concepts and categorised into four

dimensions: Cultural Enablers, Continuous

Improvement, Enterprise Alignment, and Results.

Simply put, principles should drive behaviour and

tools that support those systems. The Shingo

Institute contend that "when taken in their

totality, these timeless principles become the

basis for building a lasting culture of excellence in

the execution of one's mission statement"

(Shingo-Institute, 2014, p. 10).

The model has two assessment scales, Behaviour

and Results:

Behaviour (Cultural Enablers, Continuous Process

Improvement and Enterprise Alignment) assesses

the business through lenses that look at Role,

Frequency, Duration, Intensity and Scope to

determine the degree to which the Leaders',

Managers' and Associates' behaviours are in

alignment with the principles of operational

excellence.

Results (Quality, Cost/Productivity, Delivery,

Customer Satisfaction, and

Safety/Environment/Morale) view the business

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through lenses that look at stability, trend/level,

alignment and improvement.

The scoring system is based on a 1,000 point

scale. The points are then divided between the

two categories (800 points for Behaviours and

200 points for Results). The elements of the

categories are weighted and then awarded

points based on importance to the operational

excellence model.

"Behaviours" are assessed on three levels –

leaders, managers, an associate - in terms of

their role. Other aspects of behaviour are

frequency, duration, intensity, and scope.

"Results" are assessed in terms of stability, trend,

alignment, and improvement.

These categories – behaviours and results – are a

valuable thinking framework for Lean

transformation even without knowing the detail.

Perhaps the greatest advantage of the Shingo

Prize model is that it is a comprehensive and

proven assessment method. (Other assessment

models will be discussed in a later section.)

Arguably this may be the best way into Lean or to

make further progress with Lean. As such it helps

prevent 'pet projects', 'quick fixes' and other sub-

optimisations.

Finally, the Shingo Prize

framework should not be

thought of as a checklist

or 'tickbox', but rather as

prompting an integrated

set of questions that

should be asked.

Note: Thanks to George

Donaldson of News

International that

became the first Shingo

(Gold) winner in the UK

in 2014, with help for this

section.

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1.10 The Hierarchical Transformation

Framework

All too often Lean implementations have begun by

collecting up a team and then immediately

drawing up a current state value stream map

followed by kaizen bursts based on the ideas of

the team. This is almost invariably a bad idea.

While simple, it has been found too simplistic in

practice to guide you to the right improvements.

It is far better to stand back, understand

customers, products and demand, review the

'system conditions' such as KPI's and the costing

system that drive behaviour, assess the skills and

culture and then take actions that may or may not

initially include value stream mapping.

This chapter sets out a general framework for

Lean implementation. However, it is not intended

to be generally prescriptive. That would be

presumptuous! Any framework will need local

adaptation. There are overlaps with both the

frameworks discussed earlier. A manager may

decide to adapt (say) the Shingo framework but

rely on sections of the Transformation Framework

for the detail. Any framework for Lean must by its

nature be iterative, adopting an experimental

approach – trying, succeeding, failing, retrying,

learning.

The Transformation Framework is intended to be

hierarchical and iterative. The hierarchy is

presented on three levels. The steps in Level 1 are

the broad, general, early steps. The steps in Level

1 are then expanded upon in Level 2, and in some

cases the Level 2 steps are further expanded on in

Level 3. The corresponding tools discussed in this

book are given in Levels 2 and 3. In each level or

sub-level the steps should be regarded as a set

rather than a strict sequence.

Level 1: Gaining the Big Picture

At Level 1, the key objective is to set the scene for

leading any Lean Transformation. This level is

concerned with doing the right things. Lower

levels are concerned with doing things right. Doing

the right thing requires gaining an appreciation of

the many aspects that could be involved in both

the short term and the long term. Prioritisation

will depend on circumstance, but understanding

the Principles will apply in all cases. An

appropriate Strategy will always be required.

Some quick wins may be possible, but sooner of

later any Lean transformation needs to bring

together people, customers, money as well as

operations.

By the end, you should be familiar with the range

of topics that are needed for Transformation and

have a 'systems view' of their interdependencies.

The relevant book sections are Chapters 1 and 2,

Sections 4.1, to 4.3; 5.1 to 5.3; 7.1 to 7.2. (You also

may want to read up on

the history of Lean in

Chapter 18.)

Level 2: Driving a

sustainable

transformation

At Level 2, the key

objective is

concerned with

'doing things right'.

This Level gets into

the detail of the

'whats' and 'hows' to

achieve sustained

Transformation. By

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the end, you should be familiar with substantial

detail of many of the tools and systems of Lean.

This stage falls into many subcategories, which do

not necessarily have to be addressed in sequence.

Iteration is likely.

Level 2.1: Understanding the principles

At first, understand the principles that form the

basis of Lean. These are fundamental to all

activities, regardless of the firm's context and

stage of the implementation. Chapters 2, 3 and 4

are relevant here.

Level 2.2: Understand the customers and the

nature of demand

Here, the main purpose is to provide the relevant

tools and systems for analysing and managing

demand.

By the end, you should be familiar with both

segmenting demand so as to gain maximum

advantage from various demand patterns and

with influencing demand to that demand variation

can be limited to what customers actually require

rather than by variation caused by the

organisation itself.

Relevant sections are: Chapter 8.1. and 8.2.,

Chapter 13, and 11.1 and 11.2.

Level 2.3: Strategy, planning, communication

Here, the main purpose is to identify those

products and processes that will have the greatest

impact on a Lean Transformation, and to develop

and deploy strategy and tactics so that everyone is

empowered to take actions appropriate to their

level or function.

By the end, you should be familiar with the

formulation of strategy for Lean and the concepts

of how best to deploy strategy and policy.

Relevant books sections are: Chapters 5 and 6 and

most importantly, Chapter 7.

Level 2.4: 'Check', map and develop the Future

State

Here, the main purpose is to develop expertise

with the vital mapping tools that are an essential

feature for any Transformation.

By the end, you should be familiar with a range of

mapping tools and how they may be integrated

effectively to transform a current state into a

future state.

Most relevant here is Chapter 9.

Level 2.5: Product rationalization and Lean

Design

At this stage the main purpose is to achieve

effective product design and rationalization so

that the right products are introduced effectively.

By the end, you should be familiar with concepts

that relate to pre-manufacture. Design

methodologies that both reduce development

time and ensure quality products are discussed.

The essential tradeoffs in product design and

rationalization are presented.

See Chapters 13 and 14.

Level 2.6: Implement the Foundation Stones

The Lean foundation stones are applicable in all

situations. Whilst they do not have to be fully or

even partly implemented at an early stage, a weak

foundation leads to a weak and non-sustaining

general implementation.

The foundation stones are 5S in Chapter 8.7.,

Standard Work in Chapter 8.9., and the

improvement cycles in Chapter 4.3.

Level 2.7: The Value Stream Implementation

Cycle

Value Stream implementation is a central, ongoing

activity within a Lean enterprise. The main steps

are given in Chapter 9.4., and some steps are

detailed further in Level 3.

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Level 2.8: Building a Lean Culture

Here, the main purpose is to give guidance for the

absolutely essential 'people' aspects of Lean

Transformation.

By the end, you should be familiar with current

concepts relating to the psychology of change for

Lean organisation. Together, these concepts can

create the culture change and buy-in that are

essential if Lean is to be sustained.

Chapter 5, and especially 5.6., are relevant.

Level 2.9: Implement Lean Supply

The quality, cost and delivery (lead-time) of a

process is the outcome of a co-production

between the manufacturing firm and its suppliers.

Lean implementations therefore must consider

the entire value stream. Here, the main purpose is

to address contemporary Lean Supply Chain issues

and give guidance as to their successful

implementation.

By the end, you should be familiar with Lean

supply chain concepts such as partnership, risk,

measures, inventory considerations and the

avoidance of polices that lead to demand

amplification

See Chapter 15.

Level 2.10: Implement Lean Distribution

Just as important as managing the upstream

supply chain, is to manage the downstream (or

distribution and retail) end.

See Chapter 15.

Level 2.11: Costing and Performance Measures

'What you get is what you measure' – so here the

main purpose is to appreciate the vital role that

accounting, costing, and measurement plays in

any Lean Transformation.

By the end, you should be familiar with the risks of

not involving the accounting function, the

distortions of costing systems, and better ways to

incorporate 'the financials' in a Lean

Transformation. Appropriate measurement

considerations are also proposed.

See Chapter 16, and Chapter 5.1.-5.4.

Level 2.12: Improve and Sustain

Here, the main purpose is to provide frameworks

that enable improvement to be both continuous

and effective.

By the end, you should be familiar with a

considerable range of tools and systems for

improvement that apply to any aspiring Lean

organization. There are appropriate CI tools for

every level tools and every stage from concept to

customer.

An overview is given in Chapter 4, where guidance

on finding detailed tools can be found.

Level 3: Detailed scheduling, cell and line design

In this section two aspects are expanded upon

from Level 2 – Detailed scheduling, and Lean Cell

and Line Design.

Level 3.1: Designing the Scheduling System

Detailed scheduling system design is a late but

vital step in Lean implementation. Two sections

are given here depending on the type of

scheduling environment – repetitive with clear

value streams and minor changeovers, and more

complex situations having shared resources and

batching. Of course, many plants will have

elements of each.

See Chapters 11 and 12.

Level 3.2: Cell and Line Deign

Cells and assembly lines are found in many Lean

manufacturing environments. In this section,

guidance is given on how best to approach key

points and issues in the design of these elements.

See Chapter 11.7.

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Traditional

Lean

Leadership Systems F actory Physics Audit

Consultant

Blueprint

Approach Toyota as

exemplar Leadership Systems view Flow Shingo

prize Blueprint

Leading

authority

Womack &

Jones

Liker,

Koenigsaecker Seddon Hopp and

Spearman Utah Big consultant

Method Prescriptive Prescriptive Contingent Conti ngent Continge nt Prescriptive

Way in 5 Principles, 14

Principle s Top Down 'Check' Plan

Lead time,

Mapping

Audit

Principle s

Start with top

mgmt; use

standard

blueprint

Man/Serv M M & S? S M M & S? M & S?

Direction Top down,

Purpose Gemba

Listen to

customer,

involv e people

Look at b/neck;

DBR? Audit by expe rt

Top down

'Exploring

opportunity'

Early step (1) Walk and i/d

wastes; map

Policy

Deployment

i/d purpose;

understand

Demand

Capacity

Spider diagram

of strengths

weaknes s

Map; Kaizen

events

Early step (2) Waste, A3

Capability Eve nts, A3 i/d failure

demand

Variation,

CONWIP i/d priority keys

Evaluating

change

capability

Mapping Early; Classic

VSM Quite early

Downplay;

Outline only;

dirty data

Quite early Later Early; classic

VSM

5S and std

work

5S, std work

early; takt time Early No 5S; no /

little std work Later Early

5S part of

'demonstrating

change'

Tools Used Used Emerge Used Used Used

Concerns

Expand to

s/chain; extend

to enterprise

Suppliers Interve ntion Software Suppliers Change

management

Limitations/

Weaknesses

Automotive /

Toyota applies

everywh ere

Scheduli ng

Call centre /

'break – fix'

Dominate

Math Scheduling

Blueprint

approach

applie d

everywhe re

Notes 1 2 3 4 5 6

1.11 Other Approaches to Lean

Implementation.

Almost every 'Lean Guru' and consultancy has

their own approach to Lean Transformation.

There is no Six-Sigma-like DMAIC agreed process.

Inevitably, some are better than others, all claim

to work, most of them can quote at least one

successful implementation, sometimes many. The

point is a 'horses for courses' message: there is no

right or wrong. The approach should be chosen

based on need: Order fulfilment? Culture change?

Leadership? An audit approach can be a

comprehensive foundation. There are also

differences between manufacturing and services.

Remember also that whilst the Toyota system is

undoubtedly effective for short-cycle repetitive

manufacturing this does not mean that it will work

well in pharmaceutical, or in aerospace or in low

volume custom environments. Adaptation is

usually required. Always ask where the approach

originated and whether that is the situation that

you face. The table attempts to summarise some

of the better approaches known to the authors.

Notes on table:

1. Womack and Jones are authors not

consultants or active implementers. Strongly

champion Toyota. The 'House of Lean' may

be one model that is used. Womack and

Jones also proposed the 'Purpose, People,

Process' trilogy.

2. Liker and Convis have written on Lean

Leadership. Koenigsaecker is an author and

also a CEO who has 'done it'. Rother,

through 'Kata', sees learning cycles as the

way forward.

3. This is an attempt to capture the Vanguard

methodology. John Seddon is a leading

figure and author on Service, with emphasis

on systems. Recently 'Ohno and Deming had

it right' but many don't.

4. Goldratt's Theory of Constraints (TOC) is

morphing into Factory Physics.

5. There are several Audit approaches.

Kobayashi's 20 Keys is probably the original.

Often attractive to top managers who like a

simple score, but a danger is that tick box

develops. Shingo prize has emerged as the

big one.

6. Several large consultancies use a fairly

standardised Lean roll-out procedure,

beginning with top level contact.

The Lean Toolbox: A handbook for lean transformation

edition, 2016)

is available from Amazon.com and Amazon.co.uk.

The Lean Toolbox is also available in the following languages:

Swedish:

Ny verktygslåda för Lean-Filosofi, transformation, metoder och

verktyg,

Göteborg: Revere (with J Hillberg) ISBN: 9789163195488

Danish:

Lean værktøjskassen, LeanTeam.dk, ISBN: 9788799031641

Chinese:

Mechanical Industry Press, ISBN: 9787111531722

out the companion volumes:

The Service Systems Toolbox (2011)

The Lean Games and Simulations Book (2014)

... Many definitions of lean have existed since its inception, with the hard and fast version being Womack and Jones" "doing more and more with less and less", which Bicheno & Holweg (2016) explain also relates to the concept of productivity (outputs / inputs). However, John Darlington" (2009) definition of lean as "… [the use of available capacity in such a way as to] make services and products flow as close to real demand as possible and keep it flowing from one value adding step to the next, with no delay", is arguably the most fitting to describe the modern paradigm. ...

Nguyen Trong Hien Ton

Several companies apply lean manufacturing however the implementation in organizations is not always successful. One of the difficulties is deciding which of the lean approach to avoid the failure; therefore this paper reviews the key concepts and attributes of the lean paradigm, and identifies how they can be applied to X company's current operational practices. The study results show a successful lean transformation case study. Practically, this is a comprehensive guideline for practitioners to implement Lean in their organizations to make better decisions.

... Some see a danger in this proliferation, referring to Sartori's (1970) poignant warning of the dangers inherent in stretching a concept-that is, stretching Lean so far that it becomes synonymous with any process improvement approach. Yet while Lean's "toolbox" has been adjusted and expanded as part of its adoptions beyond high-volume repetitive manufacturing settings (Bicheno & Holweg, 2016), its underlying philosophy has been the unfazed mainstay. In this conceptual simplicity, Lean can not only be adapted across many contexts, it is also able to incorporate other improvement concepts. ...

Michael A. Cusumano
Matthias Holweg
Josh Howell
James Womack

The phenomenon of the Toyota Production System (TPS) and the term "Lean" have received much attention from researchers and especially practitioners over the past 40 years. As scholarly perspectives on these topics continue to evolve, we invited Wally Hopp and Mark Spearman to contribute an essay to the JOM Forum that became "The Lenses of Lean," and we invited several other prominent authors affiliated with Lean to react to that article and share their perspectives on Lean. We are delighted to have received four such contributions, which we have assembled here with the hope of furthering this important conversation (Note: For consistency of exposition, we have capitalized the term "Lean" throughout these commentaries when it is used in the phenomenological sense). —Tyson Browning and Suzanne de Treville

... Second, the lean startup heuristic is criticized for its heavy reliance on readily observable feedback and immediately validated learning, i.e., "to look for your keys under the streetlight." Third, given its inspiration from lean (incremental) manufacturing and its orientation towards 'waste reduction' (Bicheno & Holweg, 2016;Holweg, 2007;Krafcik, 1988;Womack, Jones, & Roos, 2007), the lean startup heuristic is somewhat 'limited by design' when it comes to the generation of novel, radical, and impactful concepts, solutions and business models (Felin et al., 2019). ...

Using an action-research and a toolkit development approach, this paper uncovers the epistemological limitations of the Lean Startup and Design Thinking heuristics and proposes a novel 'wicked acceleration' framework to address a grand challenge in the sustainability domain: circular economy innovation. Circular economy innovation is a 'wicked problem', where multiple stakeholders operate under different timescales with often conflicting interests in terms of value creation, value capture, and behavioral change. We illustrate our novel systemic approach with case data from the World Economic Forum's Scale360° Initiative and discuss both the epistemological, ethical and practitioner implications regarding its societal adoption and scaling.

... Second, the lean startup is criticized for its heavy reliance on readily observable feedback and immediately validated learning, i.e., "to look for your keys under the streetlight." Third, given its inspiration from lean (incremental) manufacturing and its orientation towards 'waste reduction' (Bicheno & Holweg, 2016;Holweg, 2007;Krafcik, 1988;Womack et al., 2007), the lean startup is somewhat 'limited by design' when it comes to the generation of novel, radical and impactful business models (Felin et al., 2019). ...

Academic Abstract Using a longitudinal action-research case study of a prominent telecom incumbent that has recently established a moonshot factory to explore distant bets to address massive digital healthcare provision, we uncover the limitations of the Lean Startup method in tackling 'wicked challenges.' We offer a novel service innovation process for corporate moonshot design, validation and acceleration that is applicable in different contexts involving multiple stakeholders who operate at different timescales. We extend the lean startup heuristic and contribute to the corporate innovation literature on business experimentation with a focus on novel frameworks to address grand challenges. Managerial Summary Focusing on an action research project in the telecom sector, we derived a novel design-driven service innovation process for corporate moonshot design, validation and acceleration that is applicable in different contexts involving multiple stakeholders who operate at different timescales. We present our newly derived framework to design, validate, and orchestrate strategic yet distant bets in uncertain environments characterized by the fast pace of digital transformation across industries. Our framework extends the lean startup heuristic, especially in how it teases out future scenarios and harvests the fuzzy front end of potential yet uncertain futures.

... Insight into the journey--its accessibility, reliability, efficacy and threats thereto, including the emotional realities of that journey is sought. [7,8] 3. Who is the person also named as 'professional?' Insight into the work conditions, available tools, employment expectations, sources of pride and joy in the work of a practicing health professional, who is also "kin"to the other person, sometimes named "patient" is sought. [9] 4. What are the relevant scientific epistemologies that might inform practice? ...

... Authors including Bicheno and Holweg [35], Emiliani et al. [3], and Liker [11] recognized the importance of this principle and stated that the Toyota model may be succinctly summarized through two pillars: (1) continuous improvement and (2) respect for people. These two pillars were reported in an internal document of Toyota Motor Corporation entitled "The Toyota Way 2001" [3]. ...

Amal Benkarim
Daniel Imbeau

The vast majority of works published on Lean focus on the evaluation of tools and/or the strategies needed for its implementation. Although many authors highlight the degree of employee commitment as one of the key aspects of Lean, what has gone largely unnoticed in the literature, is that few studies have examined in-depth the concept of organizational commitment in connection with Lean. With this narrative literature review article, our main objective is (1) to identify and analyze an extensive body of literature that addresses the Lean Manufacturing approach and how it relates to employee commitment, emphasizing affective commitment as the main type of organizational commitment positively associated with Lean, and (2) to highlight the management practices required to encourage this kind of commitment and promote the success and sustainability of Lean. This paper aims to provide a comprehensive overview that can help researchers and practitioners interested in Lean better understand the importance of employee commitment in this type of approach, and as well, to identify related research questions.

Advances in Production Management Systems. Artificial Intelligence for Sustainable and Resilient Production Systems IFIP WG 5.7 International Conference, APMS 2021, Nantes, France, September 5–9, 2021, Proceedings, Part I: IFIP WG 5.7 International Conference, APMS 2021, Nantes, France, September 5–9, 2021, Proceedings, Part I

The five-volume set IFIP AICT 630, 631, 632, 633, and 634 constitutes the refereed proceedings of the International IFIP WG 5.7 Conference on Advances in Production Management Systems, APMS 2021, held in Nantes, France, in September 2021.* The 378 papers presented were carefully reviewed and selected from 529 submissions. They discuss artificial intelligence techniques, decision aid and new and renewed paradigms for sustainable and resilient production systems at four-wall factory and value chain levels. The papers are organized in the following topical sections: Part I: artificial intelligence based optimization techniques for demand-driven manufacturing; hybrid approaches for production planning and scheduling; intelligent systems for manufacturing planning and control in the industry 4.0; learning and robust decision support systems for agile manufacturing environments; low-code and model-driven engineering for production system; meta-heuristics and optimization techniques for energy-oriented manufacturing systems; metaheuristics for production systems; modern analytics and new AI-based smart techniques for replenishment and production planning under uncertainty; system identification for manufacturing control applications; and the future of lean thinking and practice Part II: digital transformation of SME manufacturers: the crucial role of standard; digital transformations towards supply chain resiliency; engineering of smart-product-service-systems of the future; lean and Six Sigma in services healthcare; new trends and challenges in reconfigurable, flexible or agile production system; production management in food supply chains; and sustainability in production planning and lot-sizing Part III: autonomous robots in delivery logistics; digital transformation approaches in production management; finance-driven supply chain; gastronomic service system design; modern scheduling and applications in industry 4.0; recent advances in sustainable manufacturing; regular session: green production and circularity concepts; regular session: improvement models and methods for green and innovative systems; regular session: supply chain and routing management; regular session: robotics and human aspects; regular session: classification and data management methods; smart supply chain and production in society 5.0 era; and supply chain risk management under coronavirus Part IV: AI for resilience in global supply chain networks in the context of pandemic disruptions; blockchain in the operations and supply chain management; data-based services as key enablers for smart products, manufacturing and assembly; data-driven methods for supply chain optimization; digital twins based on systems engineering and semantic modeling; digital twins in companies first developments and future challenges; human-centered artificial intelligence in smart manufacturing for the operator 4.0; operations management in engineer-to-order manufacturing; product and asset life cycle management for smart and sustainable manufacturing systems; robotics technologies for control, smart manufacturing and logistics; serious games analytics: improving games and learning support; smart and sustainable production and supply chains; smart methods and techniques for sustainable supply chain management; the new digital lean manufacturing paradigm; and the role of emerging technologies in disaster relief operations: lessons from COVID-19 Part V: data-driven platforms and applications in production and logistics: digital twins and AI for sustainability; regular session: new approaches for routing problem solving; regular session: improvement of design and operation of manufacturing systems; regular session: crossdock and transportation issues; regular session: maintenance improvement and lifecycle management; regular session: additive manufacturing and mass customization; regular session: frameworks and conceptual modelling for systems and services efficiency; regular session: optimization of production and transportation systems; regular session: optimization of supply chain agility and reconfigurability; regular session: advanced modelling approaches; regular session: simulation and optimization of systems performances; regular session: AI-based approaches for quality and performance improvement of production systems; and regular session: risk and performance management of supply chains *The conference was held online.

Claudia Del Monte
Matteo Zanchi
Paolo Gaiardelli

In an ever-changing environment, supply chains face countless risks generated by different sources of uncertainty. The adoption of lean management initiatives has been recognized as a viable and effective way for dealing with these uncertainties. However, since constant and rapid change of variables affecting supply chains risks nullifying or diminishing the potential benefits of lean initiatives, identification of proper lean practices emerges as essential to address their successful implementation. On these premises, this study proposes a model linking lean management practices with different forms of supply chain uncertainty. The model, built upon an analysis of the literature, is designed to help managers and practitioners in identifying and prioritizing lean actions to address issues within their supply chains.

Digital technologies, such as advanced analytics, autonomous vehicles or the Internet of Things, are often touted as means to substantially improve operations. While this potential has been frequently highlighted and evidenced from single case applications, we still lack a deeper theoretical understanding of the underlying mechanisms how digital technologies can support process improvement in general, and lean practices more specifically. In this paper, we use a qualitative study based on focus group design to understand how manufacturing and supply chain management professionals perceive the potential of digital technologies in support of lean practices. We identify eight digital waste reduction mechanisms that illustrate how digital technologies can support lean practices. These include a cluster of mechanisms that augment operational execution in terms of speed and precision of execution, as well as flexibility in space and time. Furthermore, we identify a second cluster of mechanisms that augment decision-making through visibility, feedback, engagement, and prevention. In terms of managerial implications, our findings provide firms with a structured approach how to identify those digital technologies that can most effectively support their respective process improvement activities.

O objetivo do presente estudo é descrever como LO contribui com o atendimento da demanda por Laudos Periciais (LPs) no Núcleo Regional de Perícias de Joinville do IGP-SC. Nesse sentido, partir de uma reformulação dos processos internos do setor de Protocolo e Informática forense do IGP-SC, apoiada no LO como metodologia de desenvolvimento, caracteriza-se a pesquisa como descritiva/explicativa, com uma abordagem quali-quanti. De forma preliminar, valendo-se da caracterização e da quantificação dos principais tipos de perícias realizadas no Núcleo, parte-se para o mapeamento das atividades de recebimento e tramitação interna de documentos e objetos periciados pelo IGP-SC. Após, são determinados 4 (quatro) intervalos de tempo de execução para os LPs, "antes" e "depois" do redesenho dos processos internos nos setores estudados. Os resultados preliminares sugerem que o estudo tenha oportunizado a eliminação de desperdícios na forma de movimentação de pessoas, materiais e processos, bem como do tempo de espera por LPs para as delegacias de polícia e outras unidades judiciárias de SC.

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Source: https://www.researchgate.net/publication/309012216_The_Lean_Toolbox_5th_edition_A_handbook_for_lean_transformation

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