Respect for PeopleWithout respect for people, Lean progress will not be sustainable. People thinking and improving are a key basis for real longterm improvement.
Surface ProblemsIf we do not know what and where theproblems are we cannot correct them.
Seek Flow and Rhythm Flow is a state that shows issues quickly and minimizes waste. Rhythm simpliﬁes our planning, operating, and supporting activities. They must be a constant goal for all involved.
Go and SeeTo understand issues we need to go to where the action takesplace and see things for ourselves. Our ability to understand and help correct will depend on how regularly we are there and the relationships we build and maintain.
Plan Do Check Act This is our cycle to better. We must practice this everyday in all we do.
Manage VisuallyIf everybody can see and understand it, it becomes simpler and less effort to manage. This takes upfront work and iteration, but pays back in tangible and intangible ways.
Eliminate WasteWaste is the enemy of value. It must be recognized, neutralized, and destroyed. As this is done, wemust ensure that we do not create additional waste, strain, or unevenness in our activities.
Practice Kaizen Kaizen is not just an activity, but an attitude andorientation. We all, every employee, must approach ouractivities and assignments with an eye for improvement.
Quality in each Step Quality is not a department or support function. Each employee ensures that they only pass alongquality parts to the following activity. This facilitatescorrection of error in a timely manner at the source.
Establish Level Demand Level Demand is an often overlooked, yet crucial part of Lean. It facilitates stability, rhythm and ﬂow.
Customer Deﬁnes Value If it is not something the customer will pay for it is not value creating. Non-value added activities must be minimized to only those truly required.
Desire Just in TimeJust in Time is the pinnacle of Lean. It should be the goal that all our improvement efforts work towards.