Clearing the Clouds
The Japanese are prone to using metaphors to describe situations. Toyota Production
System (TPS) masters often refer to “clearing the clouds” when discussing the initial
creation of a lean process. This was often compared to a photograph that was cloudy
or unclear. Many issues often cloud processes that have not achieved a basic level of
stability. They may or may not be truly related to the process; however, the cloudi-
nessmakes it difficult to determine this. Most important, these “clouds” obscure our
view, and our ability to see and understand the true underlying image. On more than
one occasion a TPS trainer was seen circling his hand, palm down, around his head
and muttering, “Very confused,” indicating the effect of many obfuscating issues.
Upon initially observing an operation, it’s easy to confuse the activity seen
with beneficial or necessary (value adding) work. People are busy, they’re mov-
ing quickly, they’re “doing” things, and it can be challenging to ascertain what
the underlying true image should be.
Processes fraught with randomness and chaos tend to lead us to incorrect
conclusions about what is real, what is possible and what’s not. The ability to
adapt to surrounding conditions is a human characteristic necessary for survival,
which is fortunate, and yet it makes creating lean processes especially difficult.
By our nature, we adapt to our surrounding conditions and within a short
time come to accept them as “normal” and no longer give them consideration.
In many cases we even come to consider these conditions part of what we
“have to do.” Fortunately, we can be shaken from this paradigm, and when the
situation is considered from a different angle, understanding is developed.
Utilization of the lean philosophies and tools will force us to take a fresh look
from a different perspective, and if we allow our minds to accept the new
information, real transformation can occur. And then—human nature again—
once the transformation occurs and we become accustomed to the new condi-
tion, it may never occur to us to reevaluate again and to seek another level.
This is the challenge of continuous improvement. Diligent application of the
lean transformation spiral model will force continual evaluation and removal
of another layer of cloudiness in pursuit of the underlying crystal clear image.
Objectives of Stability
The primary objective of the stability phase is to create a basis for consistency so
the “reality” can be seen and random activities removed, thus establishing a foun-
dation for true improvement. This includes reducing the variability of the demand
rate (prior to the establishment of takt time, rate of customer demand) and the cre-
ation of basic daily volume leveling. Additionally, each phase in the continuous
improvement spiral provides necessary preparation for the development of suc-
ceeding phases. Thus, the stability phase is crucial for the preparation of the flow
phase. Major impediments to flow must be targeted and removed. If connected