Lean and
Sustainable
Business
Resonance in Natural Law
Dr. Andrew Bargerstock
W. Edwards Deming
System of Profound
Knowledge
14 pts. Deming Method
Plan-Do-Check-Act
(PDCA)
Maharishi:
Wholeness on the Move
When a manager’s awareness is
aligned with Natural Law by
contacting pure creative intell...
Sustainable Art of Mgt.
Aligning awareness to Natural Law
brings more of the benefit of Principle
of Least Action. This is...
Main Point
To realize the full potential of
sustainable business
practices, TBL organizations
adopt Lean Mgt. methods to
p...
Overview
 Basics of Lean
 Lean supports SB practices
 When does Lean fail
 Tips for MBA students
Toyota’s Philosophy
 Long-term thinking
 Add value by developing
employees
 Process for problem-solving
 Organizationa...
Taiichi Ohno, Toyota
“All we are doing is looking at the
time-line, from the moment the
customer gives us an order to the
...
The impact of lean – 3 years
Parker Hannifin Corp.
Return on Assets +78%
Return on Sales +74%
On-time delivery
(starting a...
What is Lean Management?
 Deming Method – manage business
system instead of financial results
 Lean focuses on customers...
Basics of Lean
Five Principles
Four Rules
Many Tools
The Five Principles
1. Define value
2. Map the value stream
3. Make the stream flow
4. Allow customers to pull from
the fl...
The Four Rules
1. Standardize work processes
2. Minimize movement of people
3. Minimize movement of
resources
4. Train peo...
Tools of Lean
 5-S
(sort, straighten, sweep, standardize, sustain)
 Five whys
 Kanban (visual clues)
 Kaizen (continuo...
Katsuaki Watanabe
(Vice Chairman, Toyota Motor)
“There is no genius in our
company. We just do
whatever we believe is
righ...
Overview
 Basics of Lean
 Lean supports SB practices
 When does Lean fail
 Tips for MBA students
Lean support for SB
practices
 Enables the organization to mimic natural
systems of frictionless flow
 Systematic method...
Overview
 Basics of Lean
 Lean supports SB practices
 When does Lean fail
 Tips for MBA students
Failures of Lean Mgt.
Inadequate engagement of
customers
Incomplete training in kaizen
Patchwork implementation
Lack o...
Overview
 Basics of Lean
 Lean supports SB practices
 When does Lean fail
 Tips for MBA students
Implications for MBAs
Sustainable MBAs contribute
most to TBL organizations
when they can train and
lead teams in kaizen
e...
Prof. H. Thomas Johnson: True
Lean context involves
 Increased possibilities
 Simpler pathways
 More-fulfilling relatio...
Conclusion
To fulfill stewardship responsibilities
as a Triple Bottom Line business, an
organization inevitably will disco...
Will you help lead the
transformation?
The Resonance of Lean and Sustainability
The Resonance of Lean and Sustainability
Upcoming SlideShare
Loading in …5
×

The Resonance of Lean and Sustainability

609 views

Published on

Speaker: Andrew Bargerstock
CPA, Associate Professor of Management,
Director of the MBA Program

B.A. Economics, Muhlenberg College
M.B.A., University of Pittsburgh
C.P.A., Pennsylvania
Ph.D., Maharishi University of Management

Andrew Bargerstock worked as an executive with a Fortune 500 company, established two successful businesses, and consulted with many companies including Allstate Insurance, BJC Health System, W.L. Gore & Associates, US Patent and Trademark Office, and Virginia Department of Social Services. He was one of two professors in the USA to be awarded the Lean Enterprise Institute's (LEI) 2009 Excellence in Lean Accounting Professor Award.

Published in: Business, Technology
0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total views
609
On SlideShare
0
From Embeds
0
Number of Embeds
156
Actions
Shares
0
Downloads
9
Comments
0
Likes
0
Embeds 0
No embeds

No notes for slide

The Resonance of Lean and Sustainability

  1. 1. Lean and Sustainable Business Resonance in Natural Law Dr. Andrew Bargerstock
  2. 2. W. Edwards Deming System of Profound Knowledge 14 pts. Deming Method Plan-Do-Check-Act (PDCA)
  3. 3. Maharishi: Wholeness on the Move When a manager’s awareness is aligned with Natural Law by contacting pure creative intelligence, Natural Law emerges through the Principle of Least Action to produce decisions that promote flow, natural recycling, and efficiencies.
  4. 4. Sustainable Art of Mgt. Aligning awareness to Natural Law brings more of the benefit of Principle of Least Action. This is the most sustainable art of management… simplicity, direct accomplishment, least effort and minimal resources needed.
  5. 5. Main Point To realize the full potential of sustainable business practices, TBL organizations adopt Lean Mgt. methods to perpetually add value and continuously eliminate waste in all forms.
  6. 6. Overview  Basics of Lean  Lean supports SB practices  When does Lean fail  Tips for MBA students
  7. 7. Toyota’s Philosophy  Long-term thinking  Add value by developing employees  Process for problem-solving  Organizational learning emerges from continuously solving root causes of problems
  8. 8. Taiichi Ohno, Toyota “All we are doing is looking at the time-line, from the moment the customer gives us an order to the point when we collect the cash. And we are reducing the time line by reducing the non-value adding wastes.” More value with less work!
  9. 9. The impact of lean – 3 years Parker Hannifin Corp. Return on Assets +78% Return on Sales +74% On-time delivery (starting at 85%) 95% Scrap Rate -51% Inventory on hand -41%
  10. 10. What is Lean Management?  Deming Method – manage business system instead of financial results  Lean focuses on customers’ expectations, i.e., the value chain  Lean kaizen teams streamline business processes  Lean expands capacity by reducing costs and shortening cycle times
  11. 11. Basics of Lean Five Principles Four Rules Many Tools
  12. 12. The Five Principles 1. Define value 2. Map the value stream 3. Make the stream flow 4. Allow customers to pull from the flow 5. Pursue perfection perpetually
  13. 13. The Four Rules 1. Standardize work processes 2. Minimize movement of people 3. Minimize movement of resources 4. Train people in CPI methodologies
  14. 14. Tools of Lean  5-S (sort, straighten, sweep, standardize, sustain)  Five whys  Kanban (visual clues)  Kaizen (continuous process improvement)  Pareto charts  Six Sigma  Activity-based costing …. Etc.
  15. 15. Katsuaki Watanabe (Vice Chairman, Toyota Motor) “There is no genius in our company. We just do whatever we believe is right, trying every day to improve every little bit and piece. But, when 70 years of very small improvements accumulate, they become a revolution.”
  16. 16. Overview  Basics of Lean  Lean supports SB practices  When does Lean fail  Tips for MBA students
  17. 17. Lean support for SB practices  Enables the organization to mimic natural systems of frictionless flow  Systematic methodology for optimizing efficient use of resources in value chain  Creates a pervasive culture of waste elimination  Empowers employees to sustain their interest and commitment to their work
  18. 18. Overview  Basics of Lean  Lean supports SB practices  When does Lean fail  Tips for MBA students
  19. 19. Failures of Lean Mgt. Inadequate engagement of customers Incomplete training in kaizen Patchwork implementation Lack of commitment by top mgt.
  20. 20. Overview  Basics of Lean  Lean supports SB practices  When does Lean fail  Tips for MBA students
  21. 21. Implications for MBAs Sustainable MBAs contribute most to TBL organizations when they can train and lead teams in kaizen events, i.e., continuous process improvements.
  22. 22. Prof. H. Thomas Johnson: True Lean context involves  Increased possibilities  Simpler pathways  More-fulfilling relationships  More-direct connections  Continuous flow  Balanced pace  Real-time problem ID
  23. 23. Conclusion To fulfill stewardship responsibilities as a Triple Bottom Line business, an organization inevitably will discover that commitment to Lean Management helps sustain passion for elimination of waste in all forms while also fulfilling customer expectations.
  24. 24. Will you help lead the transformation?

×