How do you adapt lean thinking to different contexts and environments?

Trust the team and empower by delegation while keeping aligned to outcomes. Provide the team with challenges to foster mastery, purpose and clarity. Focus on delivery of value fast by limiting WIP ( Work In Progress) , reducing queue lengths and eliminating bottlenecks one at a time. Encourage cross functional development of the team so they can swarm on any state that is piling up to smoothen flow of value. Respect the customer at all times and think of customer value at each step.

Estamos acostumados a executarmos as tarefas para as quais fomos treinados, sem olhar o todo ou entender a correla??o que existe entre os processos. Entender o fluxo de valor, e mapeá-lo é enxergar o todo, e visualizar o impacto de cada parte do processo ao resultado final que entregamos ao cliente. Ent?o mapear o fluxo de valor é visualizar onde no processo est?o os desperdícios e apontar as melhorias que far?o a diferen?a para o seu cliente.

Understanding the value stream is the first crucial step in adapting lean thinking. I've seen how this process can illuminate inefficiencies and waste that were previously overlooked. It's not just about streamlining, but also about simplifying processes and making them more transparent. Value stream maps help spark ideas and drive conversation. This in turn can lead to significant improvements in quality and customer satisfaction.

The first step in this would be to thoroughly understand the specific value stream of the organization or process in question. What do I mean? Mapping out each step from initiation to delivery to identify waste and inefficiencies. Engage with stakeholders from different areas of the process and analyzing data at each stage, I customize lean strategies to fit the unique challenges and goals of the specific environment, that the improvements are both relevant and impactful. We want to optimize the flow and enhance value of what the group is delivering, whether it is a product or service. This will help the stakeholders see or identify the waste in the process themselves or with your facilitation so they can talk through VA, NVA.

The operative word in this question is adapt. Many times I have seen organizations trying to adopt lean principles for a totally incongruent situation because it worked in another organization. Understanding how your organization creates value is crucial. This requires mapping the value stream for the key products or services in your organization and then decide which tools form the lean toolbox applies to your organization to help reduce or eliminate the delays, defects and deviations in your processes. I have witnessed this approach work in manufacturing, service, and non profit organizations. The key is to start small and progressively apply lean throughout the organization.

Continuous improvement is indeed a cornerstone of lean thinking. It's not just about using tools like the Plan-Do-Check-Act cycle, but also about fostering a culture of continuous learning and improvement. It's about encouraging everyone in the organization to look for ways to streamline processes, eliminate waste, and improve outcomes. This approach has led to significant improvements in efficiency and productivity in a variety of industries.

Educate and participate. Repeat. Fail often, learn often. I would focus on specific iterative processes such as Kaizen events, which involve team-based workshops aimed at identifying and solving problems in real time. Regularly scheduled Gemba walks allow for direct viewing of workflows, providing immediate opportunities for incremental improvements. Additionally, implementing pull systems and fine-tuning Kanban boards help manage workflow and inventory, reducing excess and wait times. These specific tools and practices ensure that continuous improvement is an integral part of the daily operations, fostering a culture of efficiency and adaptability. Education is only information if there is no application - Coach Kaizen Kenny

A implementa??o da melhoria contínua exige uma sinergia entre todos. é um trabalho incessante em todos os níveis, mas com resultados excelentes. Para que o PDCA, o A3, ou o 5 porquês traga o resultado esperado duas coisas s?o muito importantes: - Medir cada etapa do seu processo (Esses dados mostrar?o, onde est?o os desperdícios e que Kaizen é prioritário) - E, as melhorias n?o precisam ser sempre grandiosas. Pequenos passos v?o te levar a enxergar coisas que n?o via antes, ent?o mantenha-se sempre melhorando, mesmo que aos poucos.

In my experience, implementing continuous improvement is often met with resistance due to the fear of change and the perceived effort required. However, I've found that using tools like the Plan-Do-Check-Act cycle, the Five Whys, or the A3 problem-solving technique can simplify the process and make it more manageable. By demonstrating the tangible benefits of continuous improvement, such as increased efficiency and reduced waste, it becomes easier to gain buy-in from all levels of the organization.

O entendimento do estado atual é crucial para enxergar e entender os problemas que temos hoje, sem a pressa de dar solu??es, apenas entenda a situa??o atual, vá ate o fim com análise de causas, só depois disso pense em como criar contramedidas para atacar as causas encontradas.

Empowering the team is a key step in adapting lean thinking. Collaboration and visual management improve communication and foster a sense of ownership and accountability among team members. A tool like a quality huddle board, which I've seen significantly impact team dynamics, can be instrumental in this process. Regular huddles ensure everyone is aligned and can respond to changes effectively.

"A realidade depende dos olhos de quem vê" e o que os olhos veem depende de como est?o treinados, capacitados a enxergar. portanto, quando capacitamos pessoas, estamos dando a elas a oportunidade de enxergar com outros olhos, com a vis?o lean com foco em enxergar desperdícios e atacá-los praticando a melhoria contínua dos processos.

Speaking from a healthcare experience in adapting lean thinking we utilized it in a fall prevention improvement. What was observed is the empowering experiences in the room. The evidence based, data driven decision discussions that were held cross clinically between participants fostered the continuous improvement learning and improvement culture. From introducing the lean approach, fishbone, process map, process mapping the swim lanes, alignment of the data analytics to the actual flow of the Morse score to physician oversight, to pharmacy labels, materials management, and other aspects brought the room together. Including the Kata approach to Nursing Leadership committee brought even more motivation, engagement, and accountability.

Difunda a cultura, aplique treinamentos, garanta que todos tem domínio das ferramentas Lean e entendem como est?o inseridos no fluxo de valor. Com isso, os dados obtidos e inseridos no gerenciamento diário e nas reuni?es de stand-up ser?o utilizados de maneira muito mais assertiva por todos. Quando os resultados das melhorias vierem, compartilhe-os e comemore, isso manterá vivo o engajamento de todos.

Empowering the team is a critical aspect of lean thinking, but it's not without its challenges. In the industrial automation sector, we faced resistance to change, especially when introducing new technologies like IoT and AI. The key to overcoming this was in fostering a culture of continuous learning and open communication. We implemented regular training sessions and encouraged cross-functional collaboration, which helped break down silos and improved overall team performance. Furthermore, visual management tools were instrumental in providing transparency and fostering accountability among team members.

The concept of delivering value fast is crucial in Lean thinking. It's not just about speed, but also about ensuring the right value is delivered. Using tools like Kanban can indeed help streamline processes and reduce cycle time. However, it's important to remember that these are just tools - the real key lies in a data-driven approach, continuous improvement, and a deep understanding of customer needs.

There is a term in healthcare I won’t dive too deep into called rice, however well just talk about lean thinking can accelerate value through rapid improvement change events. In most industries you can use lean thinking to you can develop quick tests of change through feedback loops and use the data to identify areas where can do small test of change to see if you can accomplish a quick win. Is there something in the processes current state you see you can add value to that would drive small improvements in the process and potentially the process metrics that roll up to the KPI? Whats the future state look like and do you see a few areas the small tests of change can be validated and refined quickly. Fail quick, learn quick, adjust quick.

Antes de mais nada é necessário conhecer bem seu cliente e entender a sua necessidade. Devemos determinar o takt-time para esse cliente, a frequência com que ele precisa do produto ou servi?o que estamos entregando. Com isso, o valor n?o só será entregue rapidamente, mas exatamente quando o cliente precisa.

The challenge often lies in balancing the speed of delivering value with the quality of the product or service. In the industrial automation sector, for instance, rushing a product to market can lead to overlooked flaws that may impact functionality or safety. To overcome this, we implemented a kanban system that allowed us to streamline our processes, reduce work in progress, and increase feedback frequency. This approach helped us maintain high quality while delivering value quickly, thus validating our assumptions and gaining a competitive edge.

O jeito mais curto de entregar valor para o cliente é entendendo bem os problemas atuais, enxergando o estado atual, atacando os problemas, vislumbrando o estado futuro e executando cada a??o do plano desenvolvido, tudo isso com acompanhamento de indicadores que nos mostrem se estamos no caminho certo.

Primeiro atacamos os problemas causados por problemas nos processos, depois que conseguimos os resultados e os estabilizamos, é hora de pensarmos como podemos aumentar a entrega de valor, usamos o ditado, "Se você n?o tem um problema, crie um" queremos dizer que devemos desafiar os processos para subir a barro, elevar nossos padr?es, isso conecta com o 5o princípio lean que é a busca pela perfei??o

I can attest to the importance of optimizing the whole system rather than focusing on individual parts. This holistic approach allows for a more comprehensive understanding of the value stream, leading to more effective and efficient improvements. It's crucial to remember that every element of the value stream is interconnected and impacts the overall performance.

My humble beginnings I felt many leaders in the past until now forget the value stream and learning to see the value add and Hoshin Kanri or even the missed value from Nemawashi. The holistic approach can prevents and mitigate inefficiencies and conflicts down stream between cross-departmental collaboration and communication. One change can impact another departments effort or work in progress. Especially if data is being used as patches come in and if you have no data governance or manual management of data sharing your narratives can be lost and cause problems. Promote the unified strategy through shared communication platforms and weekly huddles or committees with minutes to share. Find a way to win and you will. Starts with you.

Forme um grupo de trabalho, de pessoas inseridas em cada uma das etapas do processo ao desenhar o mapa de fluxo de valor, com isso o resultado será uma mapa detalhado com todas as etapas do processo, por menor que sejam. Com esse mapa, fica mais fácil encontrar os desperdícios e com a participa??o de pessoas de todas as áreas o entendimento do todo fica evidente. A cultura difundida n?o pode deixar duvidas sobre a necessidade de sinergia entre os processos e as pessoas.

"Optimizing the whole" is a critical aspect of lean thinking. It's not uncommon to encounter challenges with silos and sub-optimization, which can lead to inefficiencies and conflicts. I recall a situation where our value stream was fragmented, causing delays and cost overruns. By applying systems thinking and value stream alignment, we were able to identify and understand the interdependencies and interactions within the system. This holistic approach allowed us to optimize the entire value stream, enhancing overall performance and eliminating conflicts. This is a testament to the power of lean thinking when applied correctly.

Respecting the customer is not just about understanding their needs and expectations, but also about creating a culture of continuous customer-centric improvements. This approach can lead to significant improvements in efficiency and productivity. It's about using data-driven methods to streamline processes and deliver value fast, always with the customer's needs at the forefront.

In my experience, truly respecting the customer goes beyond understanding their needs and designing products accordingly. It also involves creating a feedback loop where customers can express their satisfaction or dissatisfaction and feel heard. This feedback is invaluable in continuous improvement, another key principle of Lean Thinking. Moreover, in an industrial automation context, customer needs might include not only product features, but also aspects like training for their staff, integration with existing systems, and post-sales support.