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What, Why & How?
Lean is the pursuit of perfection via a systematic approach to identify and eliminate
waste through continuous improvement of the Value Stream, enabling the product or
information to flow at a rate determined by the pull of the customer

WORLD FACTS

COMMONALITY

In 10 years period,
No.1 car manufacturer
worldwide

Lean Thinking

Lean Deployment

TPS, HOS,
ETC…
ACRYNOMS

Most profitable car
company worldwide

WASTE

Outperformed S&P index
by 100% in past 10
years

ALL USE LEAN
BASE APPROCH

VALUE

activities
that do not
add value

TARGET

workload
that is not
balanced

DEFINE VALUE
FROM
UNDERSTANDING

VOICE OF THE
CUSTOMER

work overload for the
team members or
processes

BEWARE

“The most
dangerous kind
of waste is the
waste we do not
recognize.”
Shingo

KAIZEN & STANDARDIZATION

IMPROVEMENT

Change for the
better ongoing /
continuity processes

WITH SUSTAINING
IMPROVEMENT BY

K S
S
S
K

K

K

S

K

Sustained
Progress
!!!

K
K

K

K

Slow
Progress
!!!

TIME

Traditional companies

Effectiveness

Effectiveness

LEANISDIFFERENT
Lean companies

Time

Time

Irregular improvement drives

Continuous improvement

No structural standardization

Structural standardization

Causing effects decline

Effects build on each other

LEAN

IS NOT
WHAT SOME MAY
THINK
Lean is NOT the next headcount reduction exercise

BUT: Lean creates opportunities for doing more value added
activities
Lean will not succeed if the initiative stays limited to “Operations”

Lean is NOT about working harder, but working smarter

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Lean in brief Infograph

  • 1. What, Why & How? Lean is the pursuit of perfection via a systematic approach to identify and eliminate waste through continuous improvement of the Value Stream, enabling the product or information to flow at a rate determined by the pull of the customer WORLD FACTS COMMONALITY In 10 years period, No.1 car manufacturer worldwide Lean Thinking Lean Deployment TPS, HOS, ETC… ACRYNOMS Most profitable car company worldwide WASTE Outperformed S&P index by 100% in past 10 years ALL USE LEAN BASE APPROCH VALUE activities that do not add value TARGET workload that is not balanced DEFINE VALUE FROM UNDERSTANDING VOICE OF THE CUSTOMER work overload for the team members or processes BEWARE “The most dangerous kind of waste is the waste we do not recognize.” Shingo KAIZEN & STANDARDIZATION IMPROVEMENT Change for the better ongoing / continuity processes WITH SUSTAINING IMPROVEMENT BY K S S S K K K S K Sustained Progress !!! K K K K Slow Progress !!! TIME Traditional companies Effectiveness Effectiveness LEANISDIFFERENT Lean companies Time Time Irregular improvement drives Continuous improvement No structural standardization Structural standardization Causing effects decline Effects build on each other LEAN IS NOT WHAT SOME MAY THINK Lean is NOT the next headcount reduction exercise BUT: Lean creates opportunities for doing more value added activities Lean will not succeed if the initiative stays limited to “Operations” Lean is NOT about working harder, but working smarter