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The Lean Diamond
The Lean Diamond
The Lean Diamond
The Lean Diamond
The Lean Diamond
The Lean Diamond
The Lean Diamond
The Lean Diamond
The Lean Diamond
The Lean Diamond
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The Lean Diamond

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A model of balance for successfully sustained Lean implementations.

A model of balance for successfully sustained Lean implementations.

Published in: Business, Technology
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  • 1. THE LEANDIAMOND Balance for Sustained Success
  • 2. Created by Tom Curtis 2011Blog: www.onimproving.blogspot.comPresentations: on www.slideshare.net/onimproving Email: ideamerchants@gmail.comTwitter: @onimproving
  • 3. 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 toimplementing 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
  • 4. THE DIAMOND’S POINTS Culture Ownership Resources Skills
  • 5. The Model Culture L EOwnership Skills A N Resources
  • 6. THE 4 POINTS:A CLOSER LOOK
  • 7. 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 todefine 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 totraditional 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.
  • 8. 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 slideinto 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.
  • 9. 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 ashumans have a tendency to underestimate what an effort will take or to plan for flawless execution. We need toload 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.
  • 10. 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, andspecifically 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 usto correct and create and better come to see. We need to be building skills.

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