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1. BUILD YOUR FUTURE LEAN LIKE
LEAN WAS ORIGINALLY BUILT
Essence-Leadership, François Durnez, Oct 15

2. LEAN
IS
A
‘QUALITY
POLYMORPHISM’
Its
force
is
to
evolve
as
business
complexifies
2
Toyota Production System has been built over years
with different contributors:
• It has evolved in content and approach.
• It adapted to new issues, stakes, context, complexity…
Its origin came from Quality in various operational forms. Its
evolution included Flow, and all operational learning
organization means (problem solving, standards, visual
management…
Today Lean has been declined in various different forms, in
a polymorphic way in order to adapt to context (new tools,
adjustment to given needs, contexts and functions…)
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3. E.
Toyoda,
T.
Ohno
A
BRIEF
-­‐HOWEVER
COMPLEX-­‐
HISTORY
OF
LEAN
Several
branches
&
trends
influence
its
evolution
1940 1980 2000 2020196019201900
Taylorism
Work
Scientific
Management
Quality
Quality
Assurance
ISO,
1946
Quality
Management
System
Normalization
Taylor,
1880
Ford,
1915
BPM
Digiti-­‐
zation
Quality
Assurance
Operational
Quality
Quality
Circles
Total
Quality TQM
E.
Deming
PDCA,
1950
A.
Shewhart,
1931 Motorola,
1983
Quality
Statistical
Control
DMAIC
6σ
Lean
Six
Sigma
Six
Sigma
J.
Welch
GE,
1990
Total
Productive
Maintenance
Preventive
Maintenance
Reliability
WCM
TPM
Safety
&
Health
MS
World
Class
Manufacturing
H.
Yamashina,
2000
ErgonomicsEnvironment
Toyota,
1943
Lean
Lean
Manufg
Toyota
Production
System
Theory
of
Constraints
Safety
J.
Womack,
1990
TOC
Lean
Managt
Lean
Six
Sigma
Lean
Culture
Lean
Management
McKinsey,
2005
E.
Goldratt,
1984
Professional
Coaching
Japan
Institute
of
Productive
Maintenance,
1973
Digitization
Business
Process
Management
Just
In
Time
Kanban Heijunka
Jidoka
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4. 4
FOCUS
ON
MOST
RECENT
LEAN
EVOLUTIONS
Lean
has
improved
by
opening
new
dimensions
Toyota
Production
System
WCMWorld
Class
Manufacturing
H.
Yamashina,
2000
Lean Lean
Manufg
Lean
Managt
Lean
Culture
Lean
Management
Professional
Coaching
McKinsey,
2005Promoted and initiated by Mc Kinsey, Lean Mgt highlighted
‘Lean’ as a company growth enabler, contribution strongly to its
fame. Consulting companies took ‘Lean’ basic principles and
tools and added their organizational transformation tools.
Despite much less know than Lean, WCM builds a
complete consistent Management system integrating all
functions and requirements, integrating and deepening
some Lean learning and steering dimensions.
Lean is famous due to Toyota’s famous
reputation and extraordinary results over
time. These are a consequence of a
complete Continuous Improvement
system evolving for more than 70 years.
Lean
Six
Sigma
Safety ReliabilityFinance HR
However required to succeed Lean outside Toyota, Lean Culture requires
professional coaching level which consulting & companies develop too little.
Lean
Six
Sigma
Lean Six Sigma is the successful integration of Six
Sigma efficient project approach with Lean concepts
and tools in order to deal with all types of issues to
improve a company productivity and quality.
GE,
2000
Toyota,
1943
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5. A simple, adjusted and fully integrated management system
built by the team in consistency with the organization goal
DIVERGENCE INTEGRATION
5
AN
INTEGRATED
MANAGEMENT
SYSTEM
LEADS
TO
TEAM
EMPOWERMENT
AND
EFFICIENCY
Safety
Quality
Risks
Cost Delivery
EngagementProductivity Innovation
Environment
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6. 6
AN
INTEGRATED
MANAGEMENT
SYSTEM
:
EVERY
TEAM
HAS
ITS
CONSISTENCY
The goal is to provide for each team a consistent way to steer its
indicators: this leads to culture and performance alignement,
management simplicity and productivity whatever the topics dealt with.
Senior Management
Middle Management
Bottom Management
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7. BUILDING
AN
INTEGRATED
MANAGEMENT
SYSTEM
Most
approaches
target
Management
7
FLOWQUALITY
RELIA-
BILITY
SAFETYMGT
SYSTEM
…CI
Six
Sigma
Lean
Six
Sigma
Lean
Manufacturing
Lean
Management
World
Class
Management
A program
deployment based
on DMAIC
improvement
projects focused
on quality
A program
deployment based
on DMAIC
improvement
projects focused on
flow and quality
A Continuous
Improvement
management system
by roadmap focused
on quality and flow
through learning
organization
(problem solving,
standards, visual
management…)
A Transformation
program by
successive waves
towards a
management system
focused on quality,
processes flow,
organization and
new behaviors
In order to have the proper impact and
sustainability, the Continuous Improvement
approaches focus more on evolving the
management techniques and habits through an
operational integrated management system.
A Continuous
Improvement
management system
by roadmap
consistently
covering all
company functions
(quality, flow, safety,
environment,
maintenance, HR,
finance…) through
steering and
learning
organization
processes (problem
solving, standards,
visual
management…)
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8. LEAN
EVOLUTION
FOR
THE
FUTURE
Find
the
right
orientation
of
Lean
in
the
next
decade
8
Follow closely the service
orientations of top strategy
companies like McKinsey,
BCG… They have a gift for
highlighting the needs of
corporations. And find ways
to answer these needs with
Lean principles and
management system
Axis 1: Answer future needs
Go from Lean in operational
activity towards a way of
thinking for any manager, in
any function. So expand
Lean current scope in Flow,
Quality and Continuous
Improvement to improve any
behavior, challenge reaction,
team work.
Axis 2: Lean embedded
By developing these two axis, Lean will go on evolving and
shaping the future of corporation for their excellence.
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9. Inspire your life Impact beyond your organisationINSPIRE YOUR LIFE IMPACT BEYOND YOUR ORGANISATION
9
LET’S
KEEP
IN
TOUCH
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