Source Lean Thinking Authors

James P. Womack & Daniel T. Jones

Publishers

Simon & Schuster

FI VE PRI NCI PLES OF LEAN THI NKI NG CONCEPT OF WOMACK

I N T RODU CT I ON :

The word LEAN has been coined by Mr. James P. Womack This referred earlier to manufacturing industries, but now, has found its presence in all industries, retail, banking, construction, etc. Lean Thinking as defined is to provide a way to do more and more with less and less lesser human effort, lesser equipment, lesser time, lesser space, etc. All above to be achieved by removing waste (MUDA). The continuous exercise results in the product/ service comes closer and closer to providing the ultimate customer exactly what is his utmost want.

T H E FI V E PRI N CI PL ES : For effective lean thinking and practicing same the five principles will lead the way. 1.

Value :
Whether it is a product / service or a mixture of both, we must have a clear concept of value as will be defined by the ultimate customer. In construction, we can say the ultimate customer is the flat purchaser. His concept of value would be a customized, flexible layout of his flat, the flat itself in affable, pleasant surroundings. All this at a specified lowest price and at a specific time delivery. But more often than not, the Builder side tracks himself from this concept of Value to his own schemes of higher productivity, lesser costs, and higher profits. He defines Value Lean - more or less with the goal of down sizing simultaneously in improvement of productivity .

2.

Value Streams :
This can be defined as the set of all specific action required to bring out the specific product, be it a building, service, goods or a combination. The Value Stream starts from the concept and runs through detailed Engineering, Production Processes and to the end detailed Delivery.

It is extremely necessary that the Value Stream for the various processes required are understood and well defined. The continuing conference of these Value Streams in the proper sequence has to be fully mapped to make a powerful Lean thinking. Once these Value Streams are identified in its full perspective, the next step would be to visit these individual Value Streams essentially by the team who are involved in this Value Stream, to identify wastes and start removing them. It must be understood that this a continuing process Kaizen will be the rule for the same. Such groups involved in the continuous war on waste make the organization as a Lean Enterprise the first leap from Lean Thinking.

3.

Fl o w

Once value has been proclaimed . Once value stream for the product / service has been fully mapped by the Lean Enterprise, The next step in Lean Thinking is to establish Flow . Flow means the product is worked continuously. By example, the assembly line in a motor manufacturing unit where there are no holds, no piling up, but a smooth run and the product comes out at regular intervals one car fully assembled in 18 minutes. In construction, we generally have a negative example of a batch and queue model could be possibly of various trades working in the construction product.

Flow could be the most difficult to achieve perhaps, the most important principle.

4.

Pull :
Wherever we read a success story in a product / service, it would be when the ultimate customer pulls from the organization what he really wants and not that what the organization pushed the product / service often unwanted. The Pull should definitely be understood and practiced by the Lean Enterprise.

5.

Perfection :
Once Value has been specified. Once Value Streams are fully mapped and war on MUDA established. Once Flow continuity is established Once Customer Pull Value is recognized What automatically comes from above is the scenario where ALL try to reduce effort, time, space , cost, mistakes we will arrive at Perfection. The most Partnership. That is in a Lean System, everyone. Discover continuously better methods, better ways to create more and more value. important spur to Perfection is Transparency and