Lean is a method of small-batch manufacturing that employs:
To achieve this ideal world from where we are now is a mighty leap, requiring many changes in our current practices. Yet there’s no doubt, your industry can get there.
Lean has roots dating back to the early 20th century. From Peter Drucker’s “Concept of the Corporation” (1946), to Alfred Sloan’s “My Years with General Motors” (1965), to James Womack’s “The Machine that Changed the World” (1990), there is a clear arc of growth in process quality. Lean is the current approach for today, not a revolution, but rather a return to the roots of earlier industry that followed a clear path determined by a seasoned, consistent leadership vision.
To thoroughly understand the intricacies of Lean, there are many subjects to learn. Even if your organization decides that some of the possible Lean subjects are outside the designated scope, success requires training in all subjects. In addition, timing of the training is crucial and should be delivered just before it is used, so that participants can exercise their learned knowledge immediately.
Successful training uses practical exercises to help internalize the material. Lecture, recorded, or self-study learning is limiting. Whether training is delivered face-to-face or online, each course should provide a chance for participants to practice what they are learning. Live interaction is key to mastering new subjects, and a chance to ask questions is invaluable.