Developing a Long-Term Philosophy of Waste Reduction
In recent years there seems to be an almost maniacal rush to “get lean,” as if there
is a finish line in the process. Rapid results and large gains are, of course, part of
the allure of the Toyota Way, and there is nothing wrong with the expectation
of large benefits. The problem occurs when the short-term push for results crosses
paths with some of the philosophical elements, which require a long-term view.
For example, we have led many focused improvement activities, sometimes
called the “kaizen blitz” or rapid improvement event. It is exhilarating to see the
waste, come up with innovative ideas for waste reduction, and actually make the
changes right then and there. The results are almost always astounding to
the participants. The new process takes a fraction of the space, there is a clearer
understanding of flow, often fewer people are needed, and equipment that had
been overproducing is often surplused. The team disbands after a big celebration.
But two weeks later the process keeps stopping, some operations are overpro-
ducing, the visual management board is not kept up, and it’s business as usual,
fighting one fire after another.
The typical problem is that none of the support systems were put in place to
sustain what was accomplished in the one-week event. Skilled leadership is
absent, for example. Standardized plans for reacting to breakdowns are lacking.
There is no good process for daily equipment maintenance. Standardized work
may be posted, but it is not understood or followed. The unseasoned manager
who does not understand will start to revert to the old process, allowing inven-
tory to build up and trying to drive production through brute force methods to
chase the schedule.
The Toyota Way is to build a lasting learning organization in which prob-
lems are constantly surfaced and team associates are equipped with the tools to
eliminate waste. When this occurs, you are developing a long-term capability
for improvement and adaptation to the environment. A well-executed kaizen
workshop can be a step in teaching people what is possible. But it should be
part of a longer term strategy for developing lean value streams and ultimately
a lean enterprise. One useful tool for guiding improvements based on a care-
fully thought-through plan is value stream mapping.
Value Stream Mapping Approach
Improving isolated processes seems to come more naturally than improving flow
across value streams. You can see this in the way most plant tours are conducted.
The tour usually starts at the raw material receiving dock, and we might see
Chapter 3. Starting the Journey of Waste Reduction 37