How does Lean Manufacturing differ from other improvement initiatives?
The Cumberland Group
by Michael Bremer
How does Lean Manufacturing differ from other improvement initiatives?
In some ways it differs significantly and in others it is fairly similar to the variety of improvement initiatives that have been launched over the last twenty years. Conceptually TQM, CQM, JIT, EI, CI, 6Sig, SPC, TBM, DFM, TEI, ABC, ABM, QC, VE, CE, and today LM differ very little at their core. What you call it does not matter because all of these initiatives focus on getting work done faster, cheaper, better, adding more value, eliminating waste, reducing non-value adding but necessary work, improving the skills of employees and achieving more organizational alignment. All of the improvement activities we are talking about today could pretty much fit under any of those labels. A few of the above are slightly more analytical or quantitative than the others.
However, what you call it may make a significant difference when it comes to communications, buy-in and maintaining momentum. Sometimes you also simply need to keep the boss happy so that you can have the space to make something happen. American managers are probably the worst, but (stereotyping) they typically want to be doing the latest and greatest, so we come up with a steady stream of new names. Each of the above two-letter or three-letter initiatives has a slightly different perspective or way of looking at the organization. We can all learn from that. It provides us with an opportunity for new insights.
The important thing to remember is to stay focused on the concepts we are trying to accomplish. As an organization wanders through the two/three-letter world it is important to communicate the similarities between these initiatives to the people involved in implementing improvements and not get overly offended by a new manager's or guru's latest expression. Help people to see the common elements and use the new perspective for the next wave of improvement.
Personally, I prefer the word "Excellence." Twenty years ago Beatrice Foods titled its initial foray into the world of TQM "Striving for Excellence." The Association for Manufacturing Excellence also stresses that word.
The concepts are great because they work in almost any environment. They have certainly been successfully implemented in many domestic (U.S.) and international operational improvements. We have also applied the same concepts in turning around Information Systems and corporate overhead support organizations. Same concepts, different words used. Same thing is true today.
For additional information contact:
Rainmakers 847/251-3327 or click here: mailto:jon@rainmkrs.com
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