For senior managers, this explains what must be done for any organization to make the complete transformation to lean.

1. The Lean Transformation
VerseOne … orchestrating your LEAN solutions

2. Lean is …
A powerful combination of techniques
(and attitudes) to increase business
performance, based on the concepts of
eliminating waste and adding value
(and capacity).

3. Eight Forms of Waste
• D efects or rework
• O verproduction
• W aiting
• N on-utilization of talent
• T ransportation or travel
• I nventory
• M otion
• E xtra Processing

4. trans´for·mation n.
– a change in form or appearance

5. Transformation?
OR OR
?

6. met´a·mor´pho·sis n.
- real and permanent change in cellular structure

7. Transformation
Metamorphosis

8. Lean Transformation…
• It is not just about using new concepts and
tools
• It is about changing your organization’s
social system (e.g. culture, thinking and
behavior)
• It does require extraordinary leadership
and vision
• It is well worth the effort and the difficult
journey
X

9. The Toyota Way Principles
• Long-term Philosophy as the
Foundation
• The Right Process Will Produce
the Right Results
• Add Value to the Organization
by Developing Your People and
Your Partners
• Continuously Solving Root
Problems Drives Organizational
Learning

10. Transformation Timeline
• Typically three full
years to see the
transformation
(usually longer)
• Most organizations
do not sustain to
that point

11. Transformation Phases
• Phase One – Call To Action
• Phases Two – Lean Education
• Phase Three – Value Stream Mapping
• Phase Four – Initial Lean Projects
• Phase Five – Intermediate Lean Projects
• Phase Six – Advanced Lean Projects

12. Call To Action
• The “defining moment”
• Deep-down, “gut level” statements re: lean
• Must be demonstrated a variety of ways
• Word and deed must match continually
• Overall lean strategies must be developed
• Identify the “burning platform”

13. The “Burning Platform”
The be all-end all, ultimate,
do or die, can’t fail, never
wavering, “condition red”,
no turning back, compelling
need, driving force or
inspiring purpose for
getting lean.
WHAT IS YOURS?

14. Lean Education
• Lean is simple but not easy
• Basic education is required for all
• Senior leaders must show the way
• Conferences, seminars, books, articles
and participation in “events”
• Create “Lean Newstands” or
information centers

15. Value Stream Mapping
• Visual representation of work flows and
information flows
• Current and future state are charted
• Opportunities for improvements are seen
• Lean implementation plan is the result
• “Hit list” is developed

16. Initial Lean Projects
• Small projects to begin tool use
• Build level of employee comfort with tools
• Demonstrate immediate results (metrics
are critical)
• Gain broader base of support across the
organization

17. Intermediate Lean Projects
• Small pockets of lean will begin to appear
• Drives the ever-increasing lean “appetite”
• Consider additional in-depth lean
education at this point
• Maintain the forward, positive momentum
• Re-validate the “burning platform”

18. Advanced Lean Projects
• After “low hanging fruit,” it becomes more
difficult to squeeze out simple waste
• By now, noticeable increases in flow and
capacity should have appeared
• Major opportunities still remain
• This phase never ends

19. Transformation of Behaviors
Behavior Traditional Lean
Development Do As Told On-going Learning
People Costs Assets
Information Restricted Shared
Work Place Static Dynamic
Problems Rejection Treasures

20. Reasons Others Have Failed
1. Lack of absolute (and visible) top-down
management commitment
2. Lack of communication to all levels
3. Lack of middle manager/supervisor
buy-in and involvement
4. Not understanding that this is really
about people
5. Lack of customer focus
From “How to Prevent Lean Implementation Failures” by Larry Rubrich

21. Reasons Why Others Have Failed
6. Lack of improvement measurements
7. Lack of lean leadership at all levels
8. People actions not aligned with lean
enterprise goals (policy deployment)
9. Using kaizen events as the sole
improvement method (e.g. 5S, TPM…)
10. Bonus pay systems where the only
measure is company profitability
From “How to Prevent Lean Implementation Failures” by Larry Rubrich

22. Key Lessons From Others
• Lean is not a part-time effort
• Lean is more than tools, it’s also behaviors
• There will be resistance from within
• There is a lean “roadmap” but there is no
lean “cookbook”
• Use outside advice to remain “on track”
• Stay the course, getting lean takes a long
time

23. VerseOne …
orchestrating your LEAN solutions
VerseOne Inc.
708-301-5566 Homer Glen IL
920-882-1474 Appleton WI
877-301-4595 Toll Free
info@verse1.net
www.verse1.net

24. Thank You