This document discusses the principles of Lean Thinking according to Ian Marshall of Canadian Manufacturers & Exporters. The five principles of Lean Thinking are: 1) customer value perception is key, 2) map the value stream, 3) promote flow without interruptions, 4) allow customers to pull what they need, and 5) pursue perfection, not competitors. Lean aims to eliminate waste like defects, transportation, overproduction, waiting, processing, movement, and inventory. It also emphasizes respect for people and continuous improvement.

1. LEAN Thinking!
Ian Marshall – LEAN Champion
Canadian Manufacturers & Exporters
www.cme-mec.ca/mb

2. Ian Marshall – Canadian Manufacturers & Exporters
Why go LEAN?

3. Five Principles
of LEAN
Thinking
Ian Marshall – Canadian Manufacturers & Exporters

4. Five Principles
of LEAN Thinking
1. The only perception of Value that matters… is the
perception held by the customer
2. Map the Value Stream – keep it simple & involve those
who work the process… help them to see
3. Think flow – make everything flow without interruption…
stoppages collect cost, errors & waste
4. Let your Customer ‘Pull’ from you what they need
when they need it
5. Perfection - pursue perfection… not competitors
Jim Womack - Lean ThinkingJim Womack - Lean Thinking
Ian Marshall – Canadian Manufacturers & Exporters

5. Five Principles
of LEAN Thinking
1. The only perception of Value that matters… is the
perception held by the customer
2. Map the Value Stream – keep it simple & involve those
who work the process… help them to see
3. Think flow – make everything flow without interruption…
stoppages collect cost, errors & waste
4. Let your Customer ‘Pull’ from you what they need
when they need it
5. Perfection - pursue perfection… not competitors
Jim Womack - Lean ThinkingJim Womack - Lean Thinking
Ian Marshall – Canadian Manufacturers & Exporters

6. Map the Value Stream
Process Steps
Cycle Times
Issues
Root Causes
Solutions
Ian Marshall – Canadian Manufacturers & Exporters
““Wherever there is a customer, there is always a value stream…Wherever there is a customer, there is always a value stream… your challenge is to see it.”your challenge is to see it.”
Jim Womack - Lean ThinkingJim Womack - Lean Thinking

7. Five Principles
of LEAN Thinking
1. The only perception of Value that matters… is the
perception held by the customer
2. Map the Value Stream – keep it simple & involve those
who work the process… help them to see
3. Think flow – make everything flow without interruption…
stoppages collect cost, errors & waste
4. Let your Customer ‘Pull’ from you what they need
when they need it
5. Perfection - pursue perfection… not competitors
Jim Womack - Lean ThinkingJim Womack - Lean Thinking
Ian Marshall – Canadian Manufacturers & Exporters

8. Ian Marshall – Canadian Manufacturers & Exporters
Think of rocks and boulders as “waste” because they
slow down the water flow. Lean is focused on
eliminating these barriers so that water (or production)
can flow smoothly without interruptions.
Lean = flow

9. Ian Marshall – Canadian Manufacturers & Exporters
Sales
Engineering
Planning
Purchasing
Production
Information and Material Flow
Parts
Assembly Paint
Finishing Shipping
C
a
s
h
Q
u
o
t
e
Information and
Material Flow

10. Ian Marshall – Canadian Manufacturers & Exporters
What percentage of
lead time is Waste?

11. The Seven Wastes
*Waste: That which adds cost with no
value provided to the customer
For ServiceFor Service
• Errors in DocumentsErrors in Documents
• Transport of DocumentsTransport of Documents
• Doing Work Not RequestedDoing Work Not Requested
• Waiting for the Next StepWaiting for the Next Step
• Process Steps & ApprovalsProcess Steps & Approvals
• Unnecessary MotionUnnecessary Motion
• Backlog of WorkBacklog of Work
Developed by Taiichi Ohno -
classic Toyota Seven Wastes
For ManufacturingFor Manufacturing
• DefectsDefects
• TransportationTransportation
• OverproductionOverproduction
• WaitingWaiting
• ProcessingProcessing
• MovementMovement
• InventoryInventory
Product & Process Innovation, Inc.
Ian Marshall – Canadian Manufacturers & Exporters

12. Ian Marshall – Canadian Manufacturers & Exporters
Obtain docs Prep docs Queue
4 8 12 16 20 24 28 32 36
Selection Com.Assess Letter Sign agrmt.Certificate
Obtain docs Prep docs Buffer
4 8 12 16 20 24
Sign agrmt.
4 8 12
Current State
6 Months Future State
Long-Term Future State
40% reduction of
cycle time
50% reduction of
cycle time
Screen Visit
Screen Visit
Assess
&
Letter
Certificate
Screen
Visit
+
assess
LetterObtain docs
Lead Time Reduction

13. Five Principles
of LEAN Thinking
1. The only perception of Value that matters… is the
perception held by the customer
2. Map the Value Stream – keep it simple & involve those
who work the process… help them to see
3. Think flow – make everything flow without interruption…
stoppages collect cost, errors & waste
4. Let your Customer ‘Pull’ from you what they need
when they need it
5. Perfection - pursue perfection… not competitors
Jim Womack - Lean ThinkingJim Womack - Lean Thinking
Ian Marshall – Canadian Manufacturers & Exporters

14. Service at the touch of a button!
Ian Marshall – Canadian Manufacturers & Exporters

15. Materials on site when you need
them!
Ian Marshall – Canadian Manufacturers & Exporters

16. Five Principles
of LEAN Thinking
1. The only perception of Value that matters… is the
perception held by the customer
2. Map the Value Stream – keep it simple & involve those
who work the process… help them to see
3. Think flow – make everything flow without interruption…
stoppages collect cost, errors & waste
4. Let your Customer ‘Pull’ from you what they need
when they need it
5. Perfection - pursue perfection… not competitors
Jim Womack - Lean ThinkingJim Womack - Lean Thinking
Ian Marshall – Canadian Manufacturers & Exporters

17. Lean Sensei International
The Toyota Way
Challenge Kaizen Respect Teamwork Go & See
Continuous
Improvement
The Toyota Way 2001
Respect
For
People

18. LEAN Definition
“LEAN is an Operations’ Strategy
with a new set of Values to Engage
People in Continuously Improving
Safety, Morale, Quality, Cost and
Productivity.”
Jeffrey Liker, author of The Toyota Way
Lean Sensei International

19. Toyota Philosophy…
Average person
+
Standardized work environment
+
Challenge
=
Performance Excellence…
Ian Marshall – Canadian Manufacturers & Exporters

20. Ian Marshall – Canadian Manufacturers & Exporters

21. Ian Marshall – Canadian Manufacturers & Exporters

22. Ian Marshall – Canadian Manufacturers & Exporters

24. Resources
Ian Marshall – Canadian Manufacturers & Exporters

25. www.cme-mec.ca
www.lean2015.com
www.leansensei.com
www.lean.org
www.sme.org
www.ame.org
www.TWI-Institute.com
www.superfactory.com
www.productivitypress.com
Resources - websites
David Chao – Lean Sensei International
Ian Marshall – Canadian Manufacturers & Exporters

26. Resources - books
The Machine that Changed the World –
Womack, Jones & Roos
Lean Thinking – Womack & Jones
The Toyota Way – Liker
Toyota Culture – Liker & Hoseus
The Toyota Way to Lean Leadership –
Liker & Convis
Toyota Kata - Rother
The High Velocity Edge – Spear
Managing to Learn – Shook
Understanding A3 Thinking – Sobek & Smalley
Leading the Lean Enterprise Transformation
– Koenigsaeker
David Meier, Jeffrey Liker, Michael
Hoseus
Ian Marshall – Canadian Manufacturers & Exporters