Lean Misconceptions Why Many Lean Initiatives Fail and How You Can Avoid the Mistakes http://taylorandfrancis.com Lean Misconceptions Why Many Lean Initiatives Fail and How You Can Avoid the Mistakes Cordell Hensley CRC Press Taylor & Francis Group 6000 Broken Sound Parkway NW, Suite 300 Boca Raton, FL 33487-2742 © 2018 by Taylor & Francis Group, LLC CRC Press is an imprint of Taylor & Francis Group, an Informa business No claim to original U.S. Government works Printed on acid-free paper International Standard Book Number-13: 978-1-138-21745-4 (Hardback) This book contains information obtained from authentic and highly regarded sources. Reasonable efforts have been made to publish reliable data and information, but the author and publisher cannot assume responsibility for the validity of all materials or the consequences of their use. 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CCC is a not-for-profit organization that provides licenses and registration for a variety of users. For organizations that have been granted a photocopy license by the CCC, a separate system of payment has been arranged. Trademark Notice: Product or corporate names may be trademarks or registered trademarks, and are used only for identification and explanation without intent to infringe. Library of Congress Cataloging-in-Publication Data Names: Hensley, Cordell, author. Title: Lean misconceptions : why many lean initiatives fail and how you can avoid the mistakes / Cordell Hensley. Description: Boca Raton, FL : CRC Press, [2017] | Includes bibliographical references. Identifiers: LCCN 2016055793| ISBN 9781138217454 (hardback : alk. paper) | ISBN 9781138400153 (ebook) Subjects: LCSH: Lean manufacturing. Classification: LCC TS155 .H385 2017 | DDC 658.4/013--dc23 LC record available at https://lccn.loc.gov/2016055793 Visit the Taylor & Francis Web site at http://www.taylorandfrancis.com and the CRC Press Web site at http://www.crcpress.com Contents Preface ....................................................................................................ix Author ....................................................................................................xi SECTION I Misconceptions, Where They Come from, and How to Overcome Them Chapter 1 Misconceptions .................................................................. 3 Headcount Reduction ..................................................................5 Tools and Techniques ...................................................................8 Waste ..............................................................................................9 Speed- or Time-Based Management ........................................11 Executive Engagement ...............................................................11 “Pretty Lean” ...............................................................................12 Bureaucracy .................................................................................14 Functional Approach .................................................................15 Traditional Western Management Practices ..........................16 Project Timelines ........................................................................18 Learning .......................................................................................19 Summary .................................................................................... 20 Chapter 2 Why and How Companies Start Doing Continuous Improvement (CI) Activities? ..................... 21 Delays ...........................................................................................22 The Show ......................................................................................26 Survival or Ambition? ................................................................27 Communication ......................................................................... 28 We’re Actually Doing Something Now, but Is It the Right Thing? ......................................................................... 30 The Ever-Changing CI Landscape ...........................................31 The Dilemma .............................................................................. 34 v vi • Contents Chapter 3 Where Should We Focus? ................................................ 37 By What Method? .......................................................................39 A Model for Implementation ................................................... 40 Learn How to Do or Learn How to Think? ............................ 43 Focus on a Learning Culture ................................................... 44 Clarity ...........................................................................................50 Chapter 4 A Brief History of Lean .................................................... 51 Interchangeable Parts .................................................................51 The Industrial Era, Taylor, and Ford ........................................52 Japan Enters the Scene ...............................................................53 Ohno and Shingo ........................................................................55 The In-Betweeners ..................................................................... 56 Lean Begins in Earnest ..............................................................58 Beyond the Shop Floor ...............................................................59 Chapter 5 Dynamic Organizations .................................................. 61 Tool Focus ................................................................................... 64 Learning Focus ...........................................................................65 The Four Capabilities .................................................................67 Making Problems Obvious ...................................................67 Solving Problems .................................................................. 68 Sharing Knowledge ................................................................69 Leadership Developing Capabilities ....................................70 Summary .....................................................................................72 Chapter 6 The Principles within Lean ............................................. 73 The Value of Knowledge ............................................................74 Higher-Order Thinking .............................................................76 The Four Capabilities within Lean ...........................................79 Demonstrable Benefits ...............................................................79 Summary .....................................................................................82 Contents • vii SECTION II How the Tools Support the Learning Process Chapter 7 Making Problems Obvious .............................................. 87 What Is a Problem?.....................................................................87 Delays in Problem Identification ............................................. 88 Standardization .......................................................................... 90 How Does Standardization Fit into See, Solve, Share, and Show? ....................................................................................91 See ............................................................................................91 Solve .........................................................................................92 Share ........................................................................................93 Show .........................................................................................93 Where Should Standards Originate? .......................................93 Visualization and 5S...................................................................95 Heijunka ...................................................................................... 96 Heijunka Varieties .................................................................97 Summary .................................................................................... 99 Chapter 8 Solving Problems ............................................................ 101 Problem-Solving Principles and Concepts ...........................101 PDCA .....................................................................................102 Tool Selection .......................................................................105 Common versus Special Causes ........................................106 Root Cause Analysis ............................................................107 Problem-Solving