The Science of Lean Transformation by Daniel T Jones
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This document discusses the evolution of management approaches from scientific management to modern lean management. [1] It outlines how Toyota created a new synthesis of rigorous strategy formulation and continuous improvement through practices like PDCA. [2] A lean management system is proposed that focuses on direction, value streams, enabling projects, and using the scientific approach. [3] The goal of any lean transformation should be developing capabilities to continuously solve new problems and sustain improvements over time.
The Science of Lean Transformation by Daniel T Jones
- 1. SCIENCE AND LEAN TRANSFORMATION Daniel T Jones
- 2. Scientific Management Based on non-existent experiments! But the narrative legitimised the role of management And the role of experts and consultants Led to focus on the vertical control of resource allocation and utilisation But ambiguity over incentives, motivation and the role of the workforce 2% productivity growth since
- 3. Modern Management Peter Drucker articulated the role of general management Michael Porter and deregulation legitimised investor capitalism Various gurus tried to correlate strategy and leadership with performance The web giants are not providing alternative business models New insights are now coming from other scientific disciplines
- 4. Management by Science Toyota created a new synthesis: - A rigorous way of formulating strategy and deploying it A rigorous way of defining customer value A rigorous way of unblocking the horizontal flow of value creation A rigorous way of establishing standard work as the basis for continuous improvement Practicing PDCA underlies all of this
- 5. A Lean Management System Direction Top Focus Vital Few Aligning Hoshin Function VS Analysis End-to-End Value Stream Lean Projects Enabling Oobeya Stability Stability Stability Stability Stability Gemba Plan/Actual Plan/Actual Plan/Actual Plan/Actual Plan/Actual Kaizen Problems Problems Problems Problems Problems The Value Stream
- 6. From What to How? How do we set direction and develop the capacity to change? How do we define value from the customer perspective? How do we align different perspectives? How do we manage lean projects? What is a lean transformation?
- 7. Lean Transformation Solve specific business problems By developing the capabilities Solve Business Problems “Follow To improve the flow of work To Me” By unblock develop- the flow ing Enabled by leaders showing of value creation Go See capabil- itise Ask Why & clear direction and Show Respect asking questions So everyone use the Scientific Approach Systematic use of PDCA by everyone After John Shook, LEI
- 8. So What? While the specific results are fine The lasting value is the capability to solve the next set of problems Success is judged by the ability of the team to sustain and improve after you leave It is the responsibility of management to focus these actions on the needs of the business and its customers
- 9. The Scientific Approach What problem are we trying to solve? What experiments do we need to design? How do we assess the necessary capabilities, mentoring and management? How do we capture the reflections and share through communities of practice? The aim is to develop capabilities and stronger hypotheses for future actions How do we develop our Senseis?
- 10. Final Thoughts Are we using science or simply a narrative? Are we developing a body of practice or turning lean into a profession? Are we just using lean to improve performance? Or as a way of creating more fulfilling work? And meeting growing aspirations with less resources and environmental impact? Are we driven to uncover the next set of questions?
- 11. SCIENCE AND LEAN TRANSFORMATION Daniel T Jones