The Perceptions: Mental Images
Perceptions are feelings or impressions of something.
Previously, I addressed the problem with the general tool orientation that’s been so common in lean efforts and that these tool efforts aren’t consistent with the statement that “Many good companies have respect for individuals, and practice kaizen and other TPS tools … But what is important is having all the elements together as a system. It must be practiced every day in a very consistent manner, not in spurts.” 1 The tools individually aren’t a system that is consistently practiced. Since this is “the key” 2 and having experienced “all the elements together in a system,” 3 I agree.
This tool approach has led to another failure mode. Many times, an area in the plant is selected to “lean out,” the idea being that after the tools and concepts are applied in one area, they can then be transferred to other areas. I can see where this viewpoint might make sense and, in fact, could possibly work. The problem with this approach is that it purposely ignores many important conditions. For example, attempting to lean out one area when in a push system is fraught with problems. Pulling in one area of a plant while everyone else is pushing is very difficult to sustain. The synchronization problem makes this difficult. This could work if the entire value stream for the chosen area is addressed, from beginning to end, but this is a difficult strategy to work out.
Another common position advocated is that a lean implementation needs to choose places where it’s possible to obtain “quick wins” to prove that lean works and obtain buy-in. It seems that success depends on convincing employees that it works. Explaining to employees why things are done is important and should always be done, but not with a “quick win” strategy. There’s no such thing as a quick win when implementing the Toyota Template.
As has been proved at Toyota numerous times, the template works. If there’s any doubt, visit the Georgetown, Kentucky facility; the Blue Springs, Mississippi facility; or any of the other Toyota facilities. There’s no need to prove anything. Besides, a company should already be 100% committed, have a good implementation plan, and have communicated both of these to the employees prior to doing anything on the floor. If employees must be convinced with quick wins, there’s a lack of management commitment.
Finally, there’s the strategy to choose an area to improve based on some pie-in-the-sky dollar savings. For the same reasons as trying to lean out an area, this is not good. Both strategies emphasize a “place” based on dollars instead of a “problem” based on the current condition. The template is about implementing the right processes that produce the right results. Reduced costs will be one of the many right results. In the beginning, choosing projects based on some cost savings is indicative of a tool approach. The elements work when they are together as part of a system and implemented with a practical, common-sense strategy based on the current condition in the environment.
1. Liker, Jeffrey K. 2004. The Toyota Way: 14 Management Principles from the World’s Greatest Manufacturer. p. 27. New York, NY: McGraw-Hill.
2. Ibid.
3. Ibid.