Many businesses just getting started with lean or even more who’re on the tilt journey are accomplishing terrific lean outcomes but now not every body is willing to publicize those effects or communicate approximately them openly. Why?
First, shall we study the kind of consequences corporations are becoming with lean implementation. We can take a look at them on the kaizen stage, at the cell stage, and on the price circulation degree.
Kaizen consequences are everywhere. Clutter eliminated, stock reduced, throughput improved, turnaround time and lead time reduced, changeover time lowered, first-rate improved, machine performance elevated, on-time transport progressed, area decreased, and fees reduced. And those dramatic consequences are executed in five days or much less via Kaizen Events! This is giant development…And rapid!
Cell effects are also being achieved. When operations are reconfigured from purposeful to one-piece flows and measures are hooked up, we also see the identical kinds of quality, inventory, lead time, space, on-time shipping, safety, and fee improvements.
Value Stream effects are similarly dramatic, although a chunk much less outstanding, and take a touch longer to realise. This can be due to the measures throughout an entire cost circulation being greater tough to set up and song systematically. Plus those outcomes have a tendency to reduce throughout branch boundaries. Departments are still, for the maximum element, the preferred organizational structure…And these “monuments” are tough to alternate as properly. Departments nonetheless seem to dominate by way of commanding an awful lot extra control interest than Value Streams.
Why are we finding it so tough to speak approximately those consequences publicly? They’re clearly profound, yet even if a concerted effort is made to get those numbers made visible they may be met with some skepticism or maybe a lack of interest. We tend to dangle onto our extra traditional measures, that are commonly departmentalized and organizational. Lean accounting appears to nevertheless be a long manner off for most people.
Example: one division of a first-rate US protection contractor has been implementing lean in view that 2002. This department has a dozen value streams, all of that have been achieving dramatic outcomes every year. When the VSLs (Value Stream Leaders) had been asked by means of the Operations Excellence Office (lean and six sigma) to submit their baselines and document yr-cease effects vs. That baseline, they complied the first 12 months, but requested that these numbers now not be broadly shared, even inside the division or the agency!
In every other instance from a agency in a completely distinct enterprise…Healthcare… A comparable state of affairs. This employer had implemented a one-piece flow mobile, measured the baseline performance of this cellular, and then, the usage of the same metrics, measured overall performance one year later. 4d result live have been again dramatic, however the plant supervisor requested these be kept strictly confidential, and now not shared with absolutely everyone outdoor of the plant.
So what is going on right here? It appears that we are very reluctant to exchange from our conventional pinnacle-down way of organizing (typically through department), of budgeting, and of reporting effects. This reluctance forces us to maintain our “everyday” way of measuring performance, of placing desires, and of reporting…Incredibly on the cost of the heroic achievements being made in components of the business going lean. And we all have heard of the difficulty of translating the lean improvements to the lowest line.
Yet there is some light at the stop of the tunnel, so to speak. The Kaizen, cellular, and fee movement outcomes are proper and deserve at the least same (if not more) interest. We need to better show these essential consequences and pay more control attention to both the effects and the way they may be being completed. It’s time to break our vintage paradigms and start reporting (and wondering) lean!