If you like Golf, you\’ll love Lean!

1. Learn
Golf
and
you
Learn
Lean
What’s
Lean
about
golf?
Everything!
I
love
one-­‐word
answers.
But
the
reality
is
that
it’s
all
there
in
one
simple
package.
Learn
how
to
play
by
the
rules
of
golf
and
you
learn
how
to
apply
basic
Lean
principles.
Consider
the
typical
18-­‐Hole
course
to
be
your
company,
the
Tournament
to
be
your
market,
and
your
Score
to
be
your
product.
Where
are
you
placed
in
the
market?
Does
your
product
fit
into
the
60’s,
70’s,
80’s,
90’s
or
the
100’s?
Who
determines
if
your
product
is
competitive?
If
you
play
the
tournament
circuit
your
customers
will
be
the
various
committees
that
define
whether
you
make
the
cut
or
not
as
well
as
your
standing
in
the
market.
Your
customer-­‐defined
value
(demand)
is
therefore
a
low
score
and
a
timely
completion
of
the
course
every
day
you
play.
Of
course
this
is
all
based
on
standard
work
defined
by
the
Rule
Book
(your
contract
documents).
This
little
manual
not
only
tells
you
the
proper
protocol
but
it
clearly
defines
what
to
do
when
things
go
wrong.
This
is
the
essence
of
standard
work.
But
there
is
more…
The
Golf
Course
Ranger
(scheduler)
receives
his
tee
time
schedule
from
the
clubhouse
(production
control)
and
follows
the
sequence
and
time
of
release
to
the
course
of
each
group
of
players.
No
other
release
signal
(schedule)
is
given
unless
a
bottleneck
appears
due
to
slow
play
when
a
Ranger
may
intercede
to
reestablish
the
flow
of
play
(value).
The
clubhouse
contains
raw
materials
in
the
form
of
golf
balls,
tees,
etc.
and
deploys
standard
equipment
like
golf
carts
and
pull
carts.
It
further
provides
the
scorecard
(router)
for
each
player
(part
number).
Your
inventory
is
the
number
of
strokes
of
play
(WIP)
compared
with
your
market
standard
(Par
or
target
score).
The
lower
the
better.
The
clubhouse
however
doesn’t
generally
care
about
your
score.
It
maintains
an
inventory
of
time
(reservations)
specified
by
the
hours
of
operation
and
will
not
release
players
(parts)
to
the
course
(floor)
that
cannot
complete
all
processes
(strokes)
before
nightfall.
Expectant
parts
(players)
must
wait
in
a
Supermarket
(usually
on
the
practice
green,
the
driving
range
or
at
the
clubhouse)
until
released
to
the
course.
There
is
no
finished
goods
inventory
or
supermarket
because
the
courses
finished
goods
strategy
is
to
make
one
product
(a
timely
low
score)
at
a
time
according
to
strict
rules.
Shared
resources
will
be
the
practice
green,
driving
range,
clubhouse,
and
the
on-­‐
course
restrooms.
The
golf
cart,
if
you
are
allowed
to
use
one,
represents
a
small

2. batch
quantity
of
2
parts
(players)
maximum.
Every
hole
is
a
cell
or
department
containing
individual
processes
(strokes)
adding
value
to
the
product
(scored
work
content).
Each
individual
player
represents
a
specific
part
number
and
the
various
product
families
consist
of
up
to
4
players
(part
numbers)
in
a
group
sharing
common
processes
(80%)
and
(hopefully)
work
content
(+
or
-­‐
30%).
Now,
here’s
the
beauty.
Golf
clearly
shows
the
more
confusing
elements
of
Lean
in
an
easy
to
understand
way…
Let’s
say
it
takes
an
average
of
13
minutes
to
play
each
of
the
18
holes
(4
hours).
You
will
know
your
score
at
the
end
of
each
hole
and
can
predict
whether
you
are
on
schedule
to
meet
or
exceed
your
market
score
and
if
you
will
be
able
to
complete
the
course
in
your
published
lead-­‐time
of
4
hours.
13
minutes
therefore
is
your
Pitch
time.
This
is
the
average
time
within
which
performance
to
your
customer
demand
has
visibility
to
each
player
and
where
future
play
on
the
next
hole
may
be
planned.
Because
your
product
family
(golf
group)
will
produce
their
scores
(products)
in
4
hours
and
each
product
family
plays
in
sequence
behind
the
other
and
must
wait
for
a
PULL
signal
(the
proceeding
group
clears
the
fairway
or
green
before
they
proceed
with
play)
your
EPEI
(every
part
every
interval)
is
4
hours.
The
shipping
interval
is
one
part
(player)
or
product
family
(group)
every
13
minutes
corresponding
nicely
with
the
Pitch
interval.
Value
(scores)
flows
from
the
Ranger
(scheduler)
at
Hole
#1
downstream
through
Hole
#18
for
delivery
to
the
Tournament
Officials
(customer).
Pull
occurs
from
the
shared
resource
at
the
practice
green
or
driving
range.
Quality
is
a
timely
low
score
as
defined
by
the
Tournament,
course,
or
personal
expectation.
Your
productivity
in
golf,
as
in
business,
is
measured
by
how
many
fairways
you
hit
(successful
contracts),
how
many
greens
you
hit
in
regulation
(specification
compliance),
and
the
number
of
putts
it
takes
to
produce
a
score
(cost
competitiveness).
When
things
go
wrong
(defects,
scrap,
or
rework)
the
Rule
Book
tells
you
the
stroke
penalty
(cost)
to
be
applied
to
your
product
by
virtue
of
how
you
are
allowed
to
address
the
issue
(strokes,
Mulligans,
ball
spots,
drop
zone,
etc.).
You
cannot
inspect
quality
into
golf
any
more
than
you
can
in
business.
On
the
course
inspection
happens
with
each
stroke
and
then
applied
by
the
rules
in
the
book
and
at
the
end
of
each
hole
where
everyone
announces
their
strokes
and
records
the
results.
Each
player
has
the
chance
to
advise
and
consent
per
the
rules.
This
happens
in
Lean
where
the
operator
looks
over
his
own
work
(stroke)
and
refuses
to
process
obviously
defective
material
(score)
to
the
next
operation
or
cell.
Final
inspection
is
more
or
less
a
formality
whether
it
is
conducted
by
the
golfing
judge
or
by
the
shipping
clerk.
Of
course
your
Handicap
in
golf
is
your
historical
business
performance.

3.
Suppose
a
foursome
plays
slower
than
the
13
minutes
customer
demand
rate
(takt)
allotted
for
each
hole.
The
definition
of
a
bottleneck
is
a
process
that
will
not
meet
takt
time.
You
see
this
right
away
because
this
is
your
Pitch
interval
and
you
may
be
able
to
correct
the
issue
before
it
becomes
critical.
(I’ll
leave
that
method
up
to
you
and
the
course
Ranger.)
But
also
suppose
that
the
course
(your
business)
is
not
Lean
and
errors,
defects
in
play,
or
controversies
are
not
detected
until
the
end
of
the
round
in
the
scorer’s
tent
(escaped
to
your
customer)?
In
golf,
as
in
business,
you
may
lose
your
market
niche,
hurt
your
handicap,
and
in
the
extreme,
become
ineligible
to
play
the
game
altogether.
So
you
sign
up
to
play,
gather
up
your
raw
materials,
begin
processing
and
flowing
value
until
you
meet
or
exceed
your
customer
expectations
and
turn
in
your
score
at
the
bank
to
determine
your
handicap.
For
those
of
us
with
years
of
golfing
experience
we
know
that
this
is
a
never-­‐ending
process
of
continuous
improvement
that
cannot
be
won,
only
played.
Jim