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Lean thinking
Lean thinking is a business management framework made up of a philosophy, practices and principles which aim to help practitioners improve efficiency and the quality of work. Lean thinking encourages whole organisation participation. The goal is to organise human activities to deliver more benefits to society and value to individuals while eliminating waste.
The term "lean thinking" was coined by mechanical engineer and MIT graduate student John Krafcik in 1988, who subsequently went on to run Google LLC's autonomous driving unit for many years.
Lean thinking is a way of thinking about an activity and seeing the waste inadvertently generated by the way the process is organized. It uses five key principles:
The aim of lean thinking is to create a lean culture, one that sustains growth by aligning customer satisfaction with employee satisfaction, and that offers innovative products or services profitably while minimizing unnecessary over-costs to customers, suppliers and the environment. The basic insight of lean thinking is that if you train every person to identify wasted time and effort in their own job and to better work together to improve processes by eliminating such waste, the resulting culture (basic thinking, mindset and assumptions) will deliver more value at less expense while developing every employee's confidence, competence and ability to work with others.
Lean thinking was born out of studying the rise of Toyota Motor Company from a bankrupt Japanese automaker in the early 1950s to today's dominant global player. At every stage of its expansion, Toyota remained a puzzle by capturing new markets with products deemed relatively unattractive and with systematically lower costs while not following any of the usual management dictates. In studying the company firsthand it appeared that it had a unique group of elders (sensei) and coordinators (trainers from Japan) dedicated to help managers think differently. Contrarily to every other large company, Toyota's training in its formative years was focused on developing people's reasoning abilities rather than pushing them to execute specialist-derived systems.
These sensei, or masters in lean thinking, would challenge line managers to look differently at their own jobs by focusing on:
The idea of lean thinking gained popularity in the business world and has evolved in three different directions:
Experience shows that adopting lean thinking requires abandoning deeply engrained mainstream management thought routines, and this is never easy. The three main ways to adopt lean thinking are, unsurprisingly:
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Lean thinking
Lean thinking is a business management framework made up of a philosophy, practices and principles which aim to help practitioners improve efficiency and the quality of work. Lean thinking encourages whole organisation participation. The goal is to organise human activities to deliver more benefits to society and value to individuals while eliminating waste.
The term "lean thinking" was coined by mechanical engineer and MIT graduate student John Krafcik in 1988, who subsequently went on to run Google LLC's autonomous driving unit for many years.
Lean thinking is a way of thinking about an activity and seeing the waste inadvertently generated by the way the process is organized. It uses five key principles:
The aim of lean thinking is to create a lean culture, one that sustains growth by aligning customer satisfaction with employee satisfaction, and that offers innovative products or services profitably while minimizing unnecessary over-costs to customers, suppliers and the environment. The basic insight of lean thinking is that if you train every person to identify wasted time and effort in their own job and to better work together to improve processes by eliminating such waste, the resulting culture (basic thinking, mindset and assumptions) will deliver more value at less expense while developing every employee's confidence, competence and ability to work with others.
Lean thinking was born out of studying the rise of Toyota Motor Company from a bankrupt Japanese automaker in the early 1950s to today's dominant global player. At every stage of its expansion, Toyota remained a puzzle by capturing new markets with products deemed relatively unattractive and with systematically lower costs while not following any of the usual management dictates. In studying the company firsthand it appeared that it had a unique group of elders (sensei) and coordinators (trainers from Japan) dedicated to help managers think differently. Contrarily to every other large company, Toyota's training in its formative years was focused on developing people's reasoning abilities rather than pushing them to execute specialist-derived systems.
These sensei, or masters in lean thinking, would challenge line managers to look differently at their own jobs by focusing on:
The idea of lean thinking gained popularity in the business world and has evolved in three different directions:
Experience shows that adopting lean thinking requires abandoning deeply engrained mainstream management thought routines, and this is never easy. The three main ways to adopt lean thinking are, unsurprisingly: