including standardized work, Total Productive Maintenance (TPM), 5S, quick
changeover, cells, kanban, mistake proofing, Six Sigma, and even work groups. It
seems a relatively fast, easy, and inexpensive approach to learning a lot, generating
a common awareness, developing standard templates for implementation, and
laying the groundwork for further lean system development. Chapter 4 empha-
sizes the importance of developing stability before flow. So why not go across
the organization implementing stability tools like TPM and standardized work?
We also emphasized, in Chapter 3, creating initial process stability in two
operations in order to create connected flow between them. We’ve been empha-
sizing lean as a system, and the real benefits of lean come from creating flow in a
lean system. You can see this when the system is in action. Spending years creating
isolated stability in place after place will delay creating connected flows and limit
the ability to learn what real lean is. If stability is like the foundation, then you are
building foundation after foundation, and in the meanwhile no one sees what the
house is like.
An important part of the “house” concept is that the parts mutually reinforce
each other. For example, stable processes are necessary for flow, but flow lowers
the water level and forces improvement in stability. Machine down time will kill
flow, but why knock yourself out every day on preventive maintenance if when
Chapter 19. Lean Implementation Strategies and Tactics 407Characteristics
Install one lean tool plantwide
Narrow focus
“Cookie cutter” implementationWall-to-wall all areasSTRENGTHS- Creates common language
- Creates organizational focus
- Standardized approach to tool
- Can address core problems
- System for implementing matures quickly
- Quick implementation of
the chosen tool - Strengthens foundation for further lean
system development - Little resistance—small pieces
TRAPS- Tool may be force fit into areas where it
should not be a priority - Tool is seen as answer to all problems
- System for long-term support often over-
looked - Lop-sided effort, overall system not
balanced - Buy-in often difficult (“they are making
me do this”) - May never build connected flow or a
system.
Figure 19-3. Strengths and traps of plantwide lean tools approach