Maintaining a Consistent Lean Culture 330
This class covers the methods and tools for maintaining a consistent lean culture within an enterprise.
Number of Lessons 16
- Lean Enterprise Culture
- Local Optimization
- Systemic Thinking and Closed-Loop Thinking
- Part-Whole Relationships
- Constancy of Purpose
- Focus on Results
- Focus on Waste Elimination
- Social Responsibility
- Organize Around Flow
- Integrated Business Systems and Improvement Systems
- Financial Systems
- Scientific Thinking
- Standard Work for Strategy Communication
- Resource Deployment and Reallocation
- Define a lean enterprise.
- Describe the disadvantages of local optimization.
- Describe systemic thinking and closed-loop thinking.
- Describe part-whole relationships.
- Describe constancy of purpose in a lean culture.
- Describe how lean requires a focus on results.
- Describe the importance of recognizing waste in order to eliminate it.
- Describe the importance of social responsibility in a lean enterprise.
- Describe how lean enterprises organize around flow.
- Describe the relationship between business systems and improvement systems.
- Describe lean financial systems.
- Describe scientific thinking and the lean tools that support it.
- Describe tools for communicating within a lean enterprise.
- Describe resource deployment and reallocation.
14 points of quality
A 14 point approach to total quality management developed by W. Edwards Deming.
A means of collecting and disseminating important data about the company. Business systems include financial reporting systems.
Also known as nemawashi. The back-and-forth exchange of ideas between management and employees.
A method of controlling a variable by making adjustments based on feedback.
constancy of purpose
One of the 14 points of quality proposed by W. Edwards Deming. Constancy of purpose stresses the importance of maintaining the company vision over the long term.
The amount of money used to produce a product or service.
A type of managerial accounting that stresses identifying, measuring, and controlling costs.
A six step system for process improvement. DMAIC stands for define, measure, analyze, improve, and control.
A unit that is organized around a single purpose. A lean enterprise is a company that expands lean practices to include the entire supply chain.
Information sent back into the control system that allows actual performance to be compared to planned performance.
financial reporting system
A type of business system for collecting and disseminating financial data about the company.
The movement of a product, process, or information through the value stream.
focus on results
An employee's ability to understand the goal he/she is working toward, work to improve the process, and measure his/her progress toward achieving that goal.
An ideology that stresses minimizing negative impact on the environment through recycling, reduced consumption, and reduced waste.
An approach that emphasizes the relationship between parts and the whole.
A management process that aligns--both vertically and horizontally--an organization's functions and activities with its strategic objectives. Also known as policy deployment and strategy deployment.
The foundation or supporting elements of an entity.
A company that expands lean practices to include the entire supply chain.
The practice of taking responsibility only for a specific area within the organization and maximizing one's individual results at the expense of the whole.
Also known as catchball. The back-and-forth exchange of ideas between management and employees.
The idea that the whole is greater than the sum of its parts.
PDCA. A four-step process used in lean for continuous improvement.
A management process that aligns an organization's functions and activities with its strategic objectives.
The income received from sales before any expenses are paid.
The recognition that a company is part of a larger community and the activities of the company have an impact beyond its four walls.
The act of defining a norm to be conformed to or regulating a process. The transition to lean requires standardization of all aspects of the production process.
A complex series of exchanges between multiple companies involved in obtaining raw materials, transforming those materials into a product, and delivering the finished product to the customer.
A set of interdependent entities that combine to form an integrated whole.
Considering the "big picture" and making decisions for the good of the whole organization rather than for the good of the individual.
Any part of the production process that improves the product for the customer. For a process to be value-added, a customer must be willing to pay for it.
value stream mapping
The process of creating a visual layout of all the processes required to make a product.
An expression of what the organization hopes to accomplish or become.
The placement in view of all tools, parts, production activities, and indicators of production system performance, so the status of the system can be understood at a glance by everyone involved.
W. Edwards Deming
A leader in the Japanese post-war industrial revival and total quality management in the U.S.
Any thing or process that does not add value to a product. The goal of lean is to eliminate waste.