Lean is a CEO practice


The first thing his sensei told my father when they started working together was that the great weakness of TPS was that it rested entirely on the plant managers. Years later, this statement turns out to be confirmed, time and time

If there’s one thing we’ve learned is that lean is a practice – and well, a practice. I’ve been discussing this issue with other CEOs and one different way at looking at lean is that it is a personal practice for the CEO to
have a direct influence on his or her company’s performance. This practice is based on, first, going to the gemba regularly to understand problems in depth by catching the facts are their source, and second developing people by getting them to do kaizen: solving problems or improving.

The overall guidelines for choosing problems are:
1) safeguard employees by improving ergonomics
2) protect customers by improving quality (stop at defect) and shipping on time
3) controlling lead-time by levelling and pulling
4) reducing lead-time by increasing flexibility – which has mostly do do with SMED
5) reducing costs by involving operators in kaizen and following standardized work.
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