2.3 Lean Principles

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9 hours 3 minutes
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hurry, guys. Welcome to introduction to lean six Sigma Lean principles. I'm Catherine MacGyver and are learning objectives from this session are an understanding of the fight, lean principles and an ability to identify the lean principles in the workplace.
Um, this module is really where the rubber meets the road, and we're going to start really delving into lean six Sigma concepts and applications.
All right, so when we talk about lean principles or lean thinking, this is a term that was coined by Jim Womack in the machine that changed the world. So if you remember where we took the Toyota production system, distilled it into
these core themes or these lean principles that can be applicable in any organization,
these are considered the best practices for lean implementation. So as your organization is going through their lean journey, you want to make sure that you are integrating all five of them in your lean philosophy and culture.
All right, so the five principles are identified value map the value stream, create flow, established pole and seek perfection.
It is important to note that the lean principles are interrelated. So even though the shows is a cycle kind of think of it as
and all over the place. You start seeing the inner relationships between the sequential steps and then across steps as well. So it's really more like a start or spaghetti bowl. That's how you see the five, the five lean principles interacting with each other,
the first principle. Identify value. So this is going to be one of the key foundational points in lean six Sigma moving forward above any of the other principals. Actually, this one
is important to understand. So when we're talking about value, we have to remember that value is created by the producer. So you, your company, the organization, but it is defined by the customer. So what do the customers want? What do they need?
When do they need it by
If you are unable to understand what your customer requirements are, or if you're in a position to think that you can, you as the producer of value can determine value for your customer. You're going to see a disconnect.
I will per caviar on here. If you asked Henry Ford what his customers wanted, he would have said, he says they would have said faster horses. So When we start talking about identifying value, there is a module related to the voice of the customer. But the important thing to remember here is you want to know
what the customer needs
rather than what the customer wants, because if they wanted faster horses, we would never have the autumn of automobile industry that we have today. So when we're talking about identifying value, we have to remember that specificity is key. So what are the goods and service is that the customer needs
meet their requirements.
When do they need them? By and then the last aspect to keep in mind is how much I think willing to pay. I mean, you may have the greatest item in the world for sale, but if your customers aren't willing to pay the price for it, then
really there's no value to the customer. So that's something to keep in mind. As you are identifying value,
our next principal is mapped the value stream. So when we're talking about this, we're starting to talk about that visual management piece. What what are the things that have to happen in order to get to that customer value? It's very important because it sets the basis for common understanding.
Um, and this is what we start to understand as our product lifecycle. So we have the pizza example in front of us where the life cycle of the pizza
starts with the delivery of the raw ingredients to the pizza shop. Then you start talking about the preparation of ingredients, which some of the inputs, when we're starting to talk about process later on would be the order of the timing, those sorts of things to those customer requirements. We talk about assembling the pizza, packaging the pizza,
serving the pizza
and then trashing the pizza remains. So either the box or any leftovers, that is the products entire life cycle. When we talk about mapping the value stream, where the power in this comes is one, there's the visual aspect,
there's the common understanding, and then this later becomes a basis for our current state understanding of the process is when we start integrating things like waste in the lean principles on a process level
number three create flow, so flow is a continuous stream of work being processed in the value stream. So if we think about our pizza example, we receive an order. We start in order. While we're doing the preparation and the delivery, we can be receiving another order
and doing the preparation.
The idea behind flow is that all operations within your process are busy at all times. So you create this just in time processing idea. This is in contrast to batch ing where you receive an order. You go from beginning to end
all the way through without starting another order. So when we talked about Henry Ford and the assembly line,
this is why this became so revolutionary. Because we could do step a here and step be and we'll step B was being worked on. Step A is also being worked on. This is what Taichi Ono saw in the beginning to see in the grocery store.
We talk about Paul. This is what Taichi Ono completely saw in the grocery store. So, Pole is this idea that nothing is made ahead of time. Instead, you have this on demand activity that is integrated with synchronized flow throughout your values dream. So when we talk about pull
we're talking about,
I need
one pizza and being able to activate your process and have it move through
while while instead of having your pizzas stack up in the back. Waiting for someone to order pull requires flexibility. It requires short cycle times in a requires good communication. If you'll remember, flexibility and cycle times are things that lean focuses on.
Ah, last principle is to seek perfection, so it is understanding that perfection will never exist. But rather when we talk about seeking perfection, what we're talking about is the desire and willingness to listen powerfully, dig deeper, measure more,
push harder
and change more frequently. So when we are seeking perfection, we are giving ourselves the permission to address the root cause of issues and to push harder to take everything to that next step.
All right, check. Check your knowledge. Your false lean principles can be applied independent of each other.
The answer is false, actually. So flow and pole are the greatest examples of these where you really cannot have an effective whole system without an effective flow. Another area that you see these these great interactions, is between
identifying value and seeking perfection.
You perfection will ultimately be defined by your customers.
All right, so when we talk about the lean principles we talked about. Lean thinking these Air five principles which fundamentally create the framework for lean process improvement. The first principle is identified value. The second is mapped, the value stream third is create flow forth is established pole
and fifth is seek perfection.
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