Welcome to the nonprofit Lean Enterprise Institute's RU-vid Channel. We publish books, workbooks, and case studies, run workshops and conferences, and conduct research that help companies transform themselves into lean enterprises, based on the principles of the Toyota Business System. We also help managers and executives develop the leadership behaviors that sustain lean enterprises.
What happens when the whys become circular? For example (I don't know how machines work so take this idea with a grain of salt), what if the pump was supposed to seperate bad oil but there is bad oil makes the pump stop working? What does this circular logic resemble?
Your video is very nice, but I noticed some technical issues upon visiting your RU-vid channel. Consequently, your video lacks views, likes, and comments, possibly due to a low SEO score.
It's nice to hear about software here. So thanks! I applaud Theodo's Lean Agile journey. And I'm deeply grateful to hear & benefit from Theodo's learnings. However in the soirit of constructive comment, I'm surprised at the engineering practices described by Fabrice here... or rather the lack of modern quality practices that have been widely adopted since 2014 in the US. Zero defect & low defect code is easily possible & doesn't require long specs for each small chunk of code or take tons of time & money. This is clearly a place where Theodo could improve. I'll be interested to hear his further quality journey. That small niggle aside, Lean Agile is rapidly spreading more widely in the US & UK. It's clearly a great framework, practice & strategy for growing businesses of all types now that digitalization is wide-spread & "software has eaten the world." I hope LEI will interview more Lean Agile practitioners in the future. Thanks again. And best of luck to Theodo.
Point well taken. You will most likely be starting lean as Bottom/Up not Top/Down (unless you are the CEO). Start out with Lean Tools. The Toyota Business Practices 8 Step Problem Solving Process is the way to go. This is slightly more elaborate than Plan-Do-Check-Act. Gemba Academy has a great concise description. Some common tools are: 5S, Shadowboxing tools, Eliminate the 7 wastes., Autonomation (error detection and automatic stopping, error proofing). Visual Management (target and actual). Various root cause analysis tools. Process mapping and Value Stream Mapping are a bit more advanced. Cellular manufacturing (m workers for n stages of process, m<=n). A3 reports are also a bit more advanced. Specification and Standard Work. You can’t improve Standard Work if you don’t have Standard Work. You are starting to get in the philosophical aspects of lean (The Toyota Way by Jeffrey Liker). Optimizing everything based on customer value. The whole organization is there to support Customer Value. Each necessary level of organization uses problem solving methods to continuously improve their processes. By this time, you need management buy in.
The Toyota Business Practices 8 Step Problems Solving Procedure is used widely across all branches of Toyota. Gemba Academy has a nice web page for this. Very simple and straightforward. Product development is substantially different than the Toyota Production System. Anything you do repeatedly, you should get better at. You should create standard work documents for repeated processes. You can take the redlines from the current finished design documents and incorporate them into the documents aiding the next design. Set based knowledge, prototypes and design reviews are ways to acquire knowledge before decisions are made. They not only break the design into pieces (reductionism) to create it, but they also put all the pieces back together again, to make sure it all works (holistic). Getting separate functional departments to work seamlessly together is difficult for all companies. Some books for those who are really interested. Cusumano, M. A. (1998). Thinking Beyond Lean. New York: Free Press Kennedy, M. N. (2019). Success Is Assured. New York, New York: Routledge/Productivity Press. (especially Chapter 4 and Appendices) Morgan, J. M. (2006). The Toyota Product Development System. New York: Productivity Press.
0:24 "Break down", as in the action is two words. "Breakdown" is a noun. "Occurrence" is spelled incorrectly. 0:46 Made me stop the video in rage. "Its" not "It's", which is a contraction. Your graphic is saying "Problem in it is own right". Nothing makes me question the value of a video spotlighting how improved thought processes can lead to better results when the video itself is riddled with flaws. Why don't you have a proofreader? Why wasn't this reviewed before deployment? Why is this still grammatically incorrect after being up for 5 years?
My question is towards the cons of competition. Apart from increased I vs all mentality, i feel we somehow forget the others here. It's like this - If I compete / go for an interview, I may get the job. But because of my win, because of my victory everyone else there loses. Personal glory is great, but what about the failure I bring to other's lives. If my actions, my competitiveness brings failures & sadness to others, how should I look at the consequences of my actions, my victories ?
Explain implications of this LEAN management with respect to: 1) Quality Vs Slim 2) What is the primary drivers of SLIM 3) In which quadrant of BCG this is mostly applied 4) How much past decisions and their implications contributes to get you in the GYM? 5) So much so, after all these knowledge; why new companies emerges into mature markets; and what differentiates them from there better halves?
Great Interview, very interesting to learn about the Skateboard Design, which is quite different to other business models and a very interesting Innovation of the business model
