Womack  Lean For The  Long  Term
Upcoming SlideShare
Loading in...5

Womack Lean For The Long Term



“Lean for the Long Term” is LEI Founder Jim Womack’s thoughts on the beginnings of the lean movement, where it is now, and what we have to do next to be successful.

“Lean for the Long Term” is LEI Founder Jim Womack’s thoughts on the beginnings of the lean movement, where it is now, and what we have to do next to be successful.



Total Views
Views on SlideShare
Embed Views



2 Embeds 12

http://www.linkedin.com 11
https://www.linkedin.com 1



Upload Details

Uploaded via as Microsoft PowerPoint

Usage Rights

© All Rights Reserved

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
Post Comment
Edit your comment

Womack  Lean For The  Long  Term Womack Lean For The Long Term Presentation Transcript

  • Lean for the Long Term James P. Womack Chairman, Lean Enterprise Institute 10 th Lean Manufacturing Conference Wroclaw, Poland June 22, 2010
  • I’ve Been At This For 30 Years
    • Thinking about “lean” – how people work together to create pure value with no waste.
    • Recently I’ve been reflecting on:
    • Where we have been.
    • Where we are now.
    • Where we are going & what we need to do.
  • After Ten Years (1990)
    • The Machine That Changed the World was published.
    • The transition from “mass” to “lean” looked like it might be fast and easy, after a crisis in the next recession.
    View slide
  • The Lean Enterprise
    • The MIT team and I had just written down the five elements of a lean enterprise:
    • Product & process development
    • Supplier management
    • Fulfillment from order to delivery/cash
    • Customer support
    • Enterprise management
    View slide
  • All That Remained Was…
    • Implementation!
    • The subject of Lean Thinking :
    • Value (purpose)
    • Value stream (process)
    • Flow (process)
    • Pull (process)
    • Perfection (people)
    • After kaizen = purpose, process, people
  • After 30 Years
    • A realization that this is a long process!
    • Lean is simply the latest step in the long progression of process thinking.
    • Going back at least to the 1500s.
    • A long arc of improvement with many waves.
  • Steps Along the Way
    • French Ordinance & interchangeable parts
    • Taylor and Scientific Management
    • Ford and flow production
    • Training Within Industry
    • Deming and the quality movement
    • Total Quality Management
    • Business Process Reengineering
    • Six Sigma
    • Lean (derived from Toyota’s example)
  • The Pattern of History
    • Waves of improvement (all focused on achieving perfect value creating process):
    • Based on tools
    • Promoted through programs
    • Led by improvement departments
    • Often introduced by consultants
  • The Results
    • Every wave has subsided at some point.
    • Leaving the sea a bit higher but nowhere near the peak level of the “movement”.
    • It follows that lean could also fade away in the next ten years (and even fail?!)
    • What would be the root cause?
  • The Problem of Management
    • We won the battle of tools & methods.
    • We are still losing the battle about the work of management.
    • While lean tools were being perfected modern management was evolving in a direction where they couldn’t be used.
    • The world thinks it needs more modern leaders when it needs more lean managers.
  • Modern Management
    • The managers we all work with every day, in our roles as earnest improvers, are the folks standing in the way of improvement.
    • To take the next step on the lean journey we need to populate the world with lean managers!
    • We’ve done a good job of fixing processes but now we need to fix management.
  • Modern vs. Lean Managers
    • Vertical vs. horizontal.
    • Authority vs. responsibility .
    • Results vs. process .
    • Planning from the top vs. PDCA .
    • Weak line, strong staff vs. strong line, small staff .
    • Formal education vs. gemba education .
    • Remote decisions vs. “ go see, ask why, show respect”.
  • Modern vs. Lean Managers
    • Problem solving by staff vs. problem solving by line in horizontal dialogue.
    • Standardization by staff vs. standardization by work team.
    • “ Go fast”, jump to solutions vs. “ go slow”, considering many alternatives.
    • “ No problem is the solution” vs. “no problem is the problem.”
  • Lean Managers
    • Start with customer purpose (value)
    • Work backwards to create, sustain, and steadily improve the process es creating value.
    • Align and engage the people touching the processes (value streams) creating the value.
    • Manage by process rather than by results.
  • The Work of Management
    • Align and engage through strategy deployment to determine what is important, what purposes will be pursued.
    • Deploy, solve problems, and evaluate proposals with PDCA embedded in A3 .
    • Create and sustain basic stability in all processes through standardized work with standardized management .
    • Create next generation of lean managers.
  • The Hard Part
    • The right lean management system for each organization in each industry in each country must be discovered through PDCA.
    • As earnest improvers we have no authority for any proposed improvements in manage- ment systems except through PDCA.
    • Which brings us to the topic of Toyota.
  • The Toyota Question
    • Why are we in the lean movement so discombobulated by the challenges Toyota is facing?
    • Because we have for three decades been trailing in Toyota’s wake, citing as our authority for every question: “Here’s what Toyota would do & they are always right!”
  • The Toyota Answer
    • But this has never been how managers at Toyota claim authority for their actions.
    • They manufacture their authority by taking responsibility through the hard work of PDCA in the context of A3 in dialogue with those touching processes causing problems.
    • We now need to follow their example.
  • What Can You Do on Monday?
    • As you return home, have a conversation with your modern manager bosses.
    • “ Maybe our problem in achieving & sus-taining improvement is our management system, not specific ‘bad’ managers.”
    • “ Can we do an A3 for our management system as a team activity – improvers & leaders -- to agree on our current condition & how we need to change?”
  • The Next 10 Years for Lean
    • As we move ahead to the next phase (wave?) of lean, let’s do PDCA together on the best approaches to lean management and share our findings.
    • The Lean Enterprise Institute Polska & the Lean Global Network need to lead the way.