Ram Sethuraman’s Post

## Ten Precepts to Think, Act and Win Taiichi Ohno, the father of the Toyota Production System, developed 10 key precepts that form the foundation of lean manufacturing philosophy. These teachings, known as the "10 Precepts to Think, Act and Win," can be summarized as follows: 1. Recognize that you are a cost and focus on reducing waste first[2][3]. 2. Adopt a "can-do" attitude and take action before anything else[2][3]. 3. Treat the workplace as your teacher and seek answers directly from it[2][3]. 4. Act immediately; starting right away is the only path to success[2][3]. 5. Persevere with tasks until completion once you've begun[2][3]. 6. Explain complex concepts simply and reinforce easy-to-understand ideas[2][3]. 7. Don't conceal waste; make problems visible[2][3]. 8. Recognize that valueless motions are equivalent to shortening one's life[2][3]. 9. Continuously improve upon previous improvements[2][3]. 10. Understand that wisdom is equally available to all, but its application varies[2][3]. These precepts emphasize key lean principles such as waste elimination, continuous improvement, problem-solving, and respect for people[1]. Ohno's teachings stress the importance of taking personal responsibility, learning from direct experience, and maintaining a proactive approach to improvement[2]. By following these precepts, Ohno believed that individuals and organizations could achieve operational excellence and drive sustainable success[1]. His philosophy extends beyond manufacturing and has been adopted across various industries, demonstrating its universal applicability in fostering efficiency, quality, and continuous improvement[1][3]. Citations: [1] https://lnkd.in/dAiWqynn [2] https://lnkd.in/d-sfkFnp [3] https://lnkd.in/degKdMFG [4] https://lnkd.in/dmcwyq3a [5] https://lnkd.in/dYxP3u6J

Fun Manufacturing Fact Friday: while the principles of continuous improvement and the Toyota Production System date back to the Mid 1900s, the term “Lean” was born in 1987 and coined by John Krafcik, then a researcher at MIT working with James Womack. While these days Lean can cover a lot of meanings, Womack has clarified that any definition of lean should include: “It always begins with the customer. The customer wants value: the right good or service at the right time, place, and price with perfect quality to solve their problem. Value in any activity—goods, services, or some combination—is always the end result of a process (design, manufacture, and service for external customers, and business processes for internal customers). Every process consists of a series of steps that need to be taken properly in the proper sequence at the proper time.” [and my favorite part] “None of us has ever seen a perfect process nor will most of us ever see one. But lean thinkers still believe in perfection, the never-ending journey” From Gemba Walks by John Shook What does Lean mean to you? 🤔💡

Understanding Lean Manufacturing vs. Conventional Business Language In today’s dynamic business environment, adopting Lean manufacturing principles can significantly enhance efficiency and quality. However, transitioning to Lean can be challenging, especially when communicating its concepts to team members accustomed to conventional business language. Here’s a straightforward breakdown: 1. Focus on Value: - Conventional Language: “Let's increase productivity and output." - Lean Language: “Let's focus on creating value for the customer by eliminating waste." 2. Continuous Improvement (Kaizen): - Conventional Language: “We need to hit our quarterly targets." - Lean Language: “We strive for ongoing improvement, making small incremental changes every day." 3. Respect for People: - Conventional Language: “Employees need to meet their KPIs." - Lean Language: “We empower our team members to identify and solve problems." 4. Pull System: - Conventional Language: “Produce as much as we can to meet demand." - Lean Language: “Produce based on customer demand to avoid overproduction." 5. Problem-Solving: - Conventional Language: “We need to fix this issue quickly." - Lean Language: “Let's understand the root cause of the problem to prevent recurrence." Explaining Lean to Conventional Teams: 1. Use Familiar Examples: Relate Lean principles to everyday scenarios that your team understands. For instance, compare the Lean pull system to a restaurant preparing meals only when orders are placed. 2. Highlight Benefits: Emphasize how Lean can make their work easier and more fulfilling by reducing unnecessary tasks and focusing on meaningful work. 3. Provide Training and Support: Offer workshops and resources to help your team grasp Lean concepts and apply them in their roles. 4. Lead by Example: Demonstrate Lean principles in your leadership style. Show respect, encourage continuous improvement, and prioritize value creation. By bridging the gap between Lean and conventional business language, we can foster a culture of efficiency, innovation, and continuous improvement, paving the way for sustained success. #LeanManufacturing #BusinessExcellence #ContinuousImprovement

Unlocking the Wisdom of Aristotle: A Journey into Lean Manufacturing Excellence   In the intricate tapestry of Lean manufacturing, there lies a timeless wisdom, echoing the sentiments of the ancient Greek philosopher Aristotle: "The whole is greater than the sum of its parts." This axiom serves as the cornerstone of Lean principles, embodying a holistic approach to organizational transformation.   Dating back to the aftermath of World War II, two Japanese pioneers, Taiichi Ohno and Eiji Toyoda, embarked on a revolutionary quest to redefine manufacturing practices. Recognizing that mere conformity to the status quo would not suffice, they sought to infuse innovation into every facet of business operations. The result of their visionary endeavors was the birth of the Toyota Production System (TPS), a paradigm-shifting framework that continues to shape the landscape of Lean manufacturing today.   From the meticulous integration of various influences, including the teachings of William Deming and the ingenuity of Henry Ford, emerged a cohesive system that transcended the boundaries of conventional thinking. The TPS, with its dual pillars of Continuous Improvement and Respect for People, embodies not just a collection of tools, but a profound philosophy that celebrates the human element at its core.   Yet, despite Toyota's transparency in sharing its methodologies and the widespread adoption of Lean principles across industries, most organizations falter in their attempts to replicate its success. The missing ingredient, as Aristotle would suggest, lies in recognizing the inherent synergy of the whole—a culture driven by passion, discipline, and collective endeavor.   As someone intimately acquainted with Toyota's Management system and the intricacies of TPS practices, I've come to understand that true Lean excellence transcends the mechanical application of tools. It demands a fundamental shift in thinking—a steadfast commitment to fostering a culture where every individual is empowered to contribute to the greater whole.   In the pursuit of Lean manufacturing excellence, we embark on a journey not just of operational efficiency, but of profound transformation—a journey guided by the timeless wisdom of Aristotle and the visionary spirit of those who dare to challenge the status quo.   Together, let us unlock the full potential of Lean, embracing its principles not as mere methodologies, but as a pathway to organizational greatness.   About the Author: David Devoe is a seasoned Lean TPS practitioner with over 18 years of experience in Lean manufacturing and Toyota's production system. Trained in Japan by Japanese Sensei and a former Toyota BT Raymond employee, David is passionate about empowering organizations to achieve operational excellence through Lean TPS principles.

All the industrialists out there, Here's why the book "2 Second Lean" by Paul Akers makes you action driven! Lean is fun, we live in a fast paced manufacturing and by giving employees the lean thinking skills, We are also empowering them to do better. It's not only about sharing my insights from a book, but also about experiences ! 1. I recently applied Paul Aker's teachings on "how to make lean video" and applied it this week at my firm. I feel ecstatic having applied his teachings from this book and look forward to more of these experiences. 2. I am currently working on projects that could address 8 wastes in the process of manufacturing. Stay tuned to my medium channel for more articles https://lnkd.in/er5neeWe #leanmanufacturing #manufacturing

Lean is simple !

Lean is built on four fundamental rules that govern the effectiveness of its processes. These rules, decoded from the Toyota Production System, help organizations streamline their operations, ensuring precision, simplicity, and continuous improvement. Here’s a quick breakdown: 1️⃣ Work is highly specified: Every task should have a clear definition in terms of its content, sequence, timing, and expected outcome. This ensures consistent results every time. 2️⃣ Direct customer-supplier connections: All communication between customers and suppliers must be straightforward and direct, using an unambiguous yes or no system for sending requests and receiving responses. 3️⃣ Simple and direct pathways: The route for every product and service must be clear and uncomplicated, minimizing unnecessary steps. 4️⃣ Continuous improvement via scientific methods: Improvements are carried out at the lowest level through experimentation and under the guidance of a mentor. This approach encourages learning and constant refinement. 💡 These rules help organizations operate efficiently, reduce waste, and foster a culture of continuous improvement. Reference: Spear, S., & Bowen, H. K. (1999). Decoding the DNA of the Toyota Production System. Harvard Business Review. 👉 Follow Center for Lean Excellence for more insights on Lean practices and how you can implement them to drive operational success! #LeanManufacturing #TPS #ContinuousImprovement #Kaizen #CenterForLeanExcellence #OperationalExcellence Feel free to adjust or add any specifics to fit your audience!

The book is well-written, researched, and organized, and the authors make a strong case that lean is universal and will benefit any organization in any endeavor. Lean thinking and practices are the single most powerful tool for eliminating waste in any organization. Lean Thinking, first published in 1996, is a survey of the lean movement. It clearly describes the waste found in mass production, explains the five principles of lean thinking, and then draws lessons from real companies who have successfully implemented lean ideas. Lean Thinking is not a technical how-to text on production, but an enlightened overview of top-level lean ideas and applications. This updated edition includes lessons that the authors have collected between 1996 and 2003, especially the concept of a lean enterprise – a collection of companies working lean together to produce a single product with the least wasted effort and capital. In 1988 James Womack first described Toyota as a “lean” corporation. Womack and co-writer Daniel Jones described the Toyota Production System (TPS) in The Machine That Changed the World. In 1990, the two toured companies in Europe, North American, and Japan presenting ideas on how to convert mass production practices to lean practices

Just finished reading both editions of "The Toyota Way" by Jeffrey K. Liker, and I am beyond inspired and motivated! As a young Lean specialist and Lean Manufacturing enthusiast, these books have been a transformative journey. Here are some of the highlights that truly resonated with me: 🔎 Scientific Thinking: Emphasizing the importance of problem-solving through data analysis and reliable information. This approach ensures continuous improvement and innovation by making decisions based on facts! 👟 Gemba: The practice of "going to the source" to understand the real situation on the ground. Seeing problems firsthand empowers us to make better decisions and drive effective solutions. 🛠️ 14 Principles of The Toyota Way: From creating continuous process flow to building a culture of stopping to fix problems, these principles are the backbone of operational excellence. 📊 Heijunka: Leveling production to minimize waste and maintain a consistent workflow, ensuring efficiency and flexibility. 🤝 Respect for People: Fostering a culture of mutual respect, continuous development, and leadership that lives and teaches the philosophy. This pillar is crucial for a thriving, engaged workforce. 🌱 Continuous Improvement (Kaizen): The relentless pursuit of perfection through incremental changes. Every small improvement adds up to significant progress! 🎯 I see One-Piece Flow as essential. It makes production more efficient and helps us improve continuously by keeping the process smooth and reducing delays and waste. "Flow where you can, pull where you must". 📈 Adaptation in a Digital Age: The second edition's insights on integrating digital tools and technology to enhance lean practices are incredibly relevant and eye-opening. A huge thank you to Mr. Jeffrey Liker for this amazing journey of learning! Your work has profoundly shaped my understanding and passion for Lean Manufacturing. #LeanManufacturing #ToyotaWay #ContinuousImprovement #Leadership #Gemba #Kaizen #ScientificThinking #LeanJourney #ThankYou

Numerous theorists outline the Lean approach through what are commonly known as the "FIVE PRINCIPLES OF LEAN”. These fundamental principles guide towards operational excellence and continuous improvement. The core idea behind these five principles was initially introduced by Taiichi Ohno, a key figure in the development of Toyota Production System (TPS). Later on, Womack and Jones formulated them in a form of short concentrated statements. However, it's also essential to note that they reflect the collective wisdom and practices of Toyota as a whole company rather than the work of a single individual. FIVE PRINCIPLES OF LEAN are: 1) Identify Value – understand what customers are willing to pay for. 2)  Map the Value Stream – create process scheme to identify the activities that create value and those that introduce waste. 3) Create Flow – organize process in that way that value moves uninterrupted within all process stages. 4) Establish Pull – produce only what is needed, when it is needed, based on customer demand. 5) Seek Perfection – permanently seek to improve process and eliminate waste to achieve perfection in quality, cost, and delivery. Listed principles are a roadmap for teams who seek to improve their daily routines. These Lean concepts are universal and could be applied to all sorts of activities. In my next posts, I'll break down each principle and explain how they work. Also, I will mix them with posts describing essential Lean practices like Kaizen, Gemba, etc.   #LeanSpirit #ContinuousImprovement #WorkplaceExcellence #ProactiveCulture #TeamImprovement #BetterTogether #MakeItBetter #EfficiencyBoost #LeanMindset #DailyImprovements #Kaizen #KaizenThinking #Lean #ProcessImprovement #LeanExcellence #TPS #toyotaproductionsystem