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| | Brief description | Benefits sought | Detriments/barriers
Analysis of risk to sustainability of method or entire implementation effort | Treatments
To maximise benefits, and eliminate or minimise detriments | Dependants |
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| (A) 5 Strategic principles | | | | | |
| (1) Defining value | Lean begins with defining value from the customers point of view, that is, what is not value is waste to eliminate. | Gives clear strategic focus based on what the customer is willing to “pay for.” | Requires survey of customers, may challenge traditional thought of what the company should be focusing on and therefore create conflict of identity and resistance. | Take to the required extent only—dependent on size and customer pool and current situation; for example, need to pull in more customers may need wider survey.
Be prepared to develop new identity based on outcomes. | Voice of the customer. |
(2) Process/value stream mapping (VSM)
(difficult for Shamrock case) | Analysing of processes and waste there in by mapping current and the desired state. Complexity depends on need. In principle start with core process.
This, together with defining value, sets the vision and course of action. | Gives a health check on now and identifies key processes or faults with a system. Gives future goal and direction. | Requires training and at higher levels all staff are involved. Can be simplified process where improvements and waste are more obvious but as more detail is required it is an involved and time consuming exercise.
This is difficult in the Shamrock case due to the complicated jobbing processes that rarely repeat. | Training and prioritizing are key. Take only to the extent required for the current state of operations. Involve key persons from functional groups rather than all staff except where key to general training or staff identity development.
At Shamrock initially concentrate on information flow (rather than cellular layout) and try to identify core processes for mapping and improvement. | Value must be clearly defined. |
(3) Flow/one piece flow
(difficult for Shamrock case) | Flow is a key concept to lean. It is seen ideal to approach one piece flow. Process flows should be made as visual as possible.
Concepts like FIFO are introduced.
Lean is “not trying to optimise the utilization of people and equipment but optimise the flow of material;” [2] includes information. | Reduces lead times, makes problems visible (bringing them to the surface) and supports quality at the source (see below under Tools). | Takes skill and training to understand flow and adjust the systems, for example, to make flow logical and visible. Typically involves changing of habits (e.g., FIFO) and takes rearrangement of physical and human resources (e.g., cells).
Again this is difficult in the Shamrock case due to the complicated jobbing processes that rarely repeat. | Training in lean “flow thinking”—try reading The Goal [62] and Lean Thinking [12].
Promote to staff the reason why it is necessary and educate them about the benefits of flow.
At Shamrock initially concentrate on information flow (rather than cellular layout) and try to identify core processes for mapping and improvement. | VSM done adequately. |
(4) Pull
(difficult for Shamrock case) | Process initiated by the customer’s order “pull.”
The goal is to reduce batch size to approach one piece flow/JIT manufacture. See also “JIT” below. | Powerful in reducing waste and lead time. Inventory stores have all sorts of problems (space, quality, damage to stored goods, superseded parts, sales pushing on old stock). | Takes skill and training to understand properly.
Promotes a lack of stability because buffers reduced—difficult for job shop and project based style organisations.
Again this is difficult in the Shamrock case due to the complicated jobbing processes that do not repeat. | A progression from higher end of flow thinking to ensure flow is well developed.
Can use buffers to support stability but not ideal.
Use training of staff to overcome resistance (see Flow above).
May need to use pull of order to pull paperwork and push material to flow. | Flow |
| (5) Journey to perfection | Continuous improvement via PDCA (plan, do, check, act cycle) of above steps. | Drives continuous improvement. | Needs Perseverance/sustainability | Build into processes (and culture). Target small wins at the beginning, maintain momentum, and leverage a new staff identity. | Value, VSM, flow |
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| (B) Effective communication processes | Use of A3 management, nemawashi, and catchball—that is, concise reporting and feedback for consensus through simple and effective communication. | Consensus reached, staff engaged, vision shared. All contributing to the one goal and vision. | Development of the process is required e.g., training in A3 management. Sustainability and discipline required for regular but not excessive communication. | Training, persistence, building into procedures processes and regularity; try weekly meetings, tailor process to business situation. | |
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| (C) All staff kaizen | Lean engages all staff in continuous improvement. | Emergent change from all adding up to significant change. Also positive culture. | Training and engagement of staff required. Meets resistance “not my job description.” | Create new employee identity and train them in simple problem solving techniques for example, 5 Whys. Assess whether to remove negative influences among staff. | |
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