![Lean Briefs Logo](images/logos/briefs1.gif)
The
Newsletter of Lean Manufacturing & Factory Science
05
December
2003
www.strategosinc.com
Implementing
Lean Manufacturing
Imitation
or Innovation
Implementing
Lean Manufacturing is a murky topic. Not much has
been written because few understand it. Our new series on
implementation examines many of the relevant questions such as:
What
are the key issues?
The
available literature is full of lists; mostly lists such as 5S, TQM,
workcells,...,etc. Lists give little guidance on
priorities, sequence, timing or other relevant issues. The
initial page in our series identifies these issues.
How
do we think about a Lean Manufacturing Implementation?
Our
"Mental Model" page provides a
framework for thinking about the issues
and adapting the tools and techniques to your
specific situation.
Which
of the many tools and techniques should we employ?
There
are at least 24 elements, tools and techniques associated with Lean
Manufacturing. Do you really need them all?
If not, which are most important? This is where we
move from lists to strategy. An upcoming page tells how.
How
do we develop an action plan?
Strategy
starts with ideas, policies and general direction. Our upcoming page on
action planning shows how to turn these into executable
project plans. It will have hints, how-to's and guidance for
execution.
The
originators of Lean Manufacturing, Taiichi Ohno
and Shigeo Shingo, have given us much guidance
on this, not through their writing but through their original actions.
Indeed, from the written record, it appears that they did no fully
understand what they were doing. However, this is true of most pioneers.
If
these topics interest you, check out our pages on Implementation
Issues and the Mental
Model. Our upcoming Lean Briefing
continues the discussion with specific steps for strategies, project plans.
budgets and tasks.
Quarterman
Lee
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