Appreciating Systems

Appreciating Systems for Genuine Efficiency
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Reblog: Catherine Chabiron: Can we reduce nemawashi to lobbying ? » The Lean Edge

August 20th, 2012 Posted in Lean Tags: , ,

Hey, Catherine Chabiron, of Faurecia, asked that excellent question about what nemawashi (a favorite Lean concept of mine) is!

I am convinced that nemawashi is the number one concept of Lean that makes it a systems practice method of improving a company. What I mean is that also all of Lean is strictly analytical thinking, the way it is done as a system (ie, all tools and Lean management principles used together and in interaction) helps knit the people and their processes, management and their people and overall, help all employee and management build a right mental model of how the company works as a system.

The question: Catherine Chabiron: Can we reduce nemawashi to lobbying ? » The Lean Edge.

Some of the first answers are from:

  • Jeff Likers
  • Art Smalley
  • Tracey Richardson
  • Daniel Markowitz: “nemawashi is a dialogue, not a monologue” and “By the time nemawashi is done, all parties know what’s at stake and why the proposal is important, so they’re able to implement more quickly, with less discussion, less resistance, and less confusion.” Isn’t this what all Change Management agents are supposed to look for? Well then, look no further!!!
  • Pascal Dennis

Reblog: Dan Jones: Five years into lean » The Lean Edge

August 20th, 2012 Posted in Lean Tags: , , , , , , , , ,

Just read the following on a summer blog entry of Dan Jones. This is a rather simple explanation of what’s everybody’s role at all hierarchical levels in a Lean company:

[…] By then I would expect top management to be setting the direction for lean, middle management to be focused on streamlining their value streams and the front line to be deeply engaged in problem solving.

Although this is simply expressed (as is typical of someone’s wise in any field as Mr Jones is in Lean), this has profound implications:

  • top management being able to 1) devise a strategy that is coherent with Lean principles (not black magic, though some strong character is necessary to stick to some consistent True North) 2) deploy it “properly”, using Hoshin Kanri to embark all levels of the organization, and not trump any motivation by unilaterally imposing it
  • middle management being able to 1) identify value streams 2) connect the streams transversally through the organization and most importantly 3) communicate with one another to make improvements possibles. This is what A3 thinking is about I guess…
  • base employees being able to kaizen, kaizen, kaizen all the time so as to make the value streams identified above pull and approach one piece flow as much as possible.

Of course, this works if top management coaches middle management to do that VSM stuff (value stream mapping) and A3 thinking, most importantly with proper nemawashi (going to see all middle management involved, and any necessary stakeholders so as to devise the final solution with them, not without them). And middle management to coaches base employees into doing kaizen all the time and ensuring learning occurs (standards get improved to as not to forget and not to fall back). In the end, employees work so as to produce basic indicators related to Safety, Quality, Delays and Costs that are reviewed by top management to inform the top strategy (feedback)…

Read the rest of the article here: Dan Jones: Five years into lean » The Lean Edge.

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