Little Lean Guide for the Use of Managers

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English
120 Pages
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In a world of permanent crisis, where change is the norm, Lean becomes fashionable. Yet, companies who have chosen to fundamentally transform itself, following the Lean principles and investing first on women and men, have, globally, and in the long term, the best economic results. This book, with simple concepts and illustrated with many examples, analyzes the main misconceptions about Lean, taking each time the views of managers and operational concerned. (Version anglaise de Petit guide Lean à l'usage des managers).

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Published 15 April 2015
Reads 20
EAN13 9782336375748
Language English
Document size 1 MB

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Cécile
ROCHE
A little
forLEAN
the use
GUIDE
of
Managers

FOR THE USE OF MANAGERS

A LITTLE LEAN GUIDE

Foreword by
Jacques CHAIZE

9


Collection Lean Management


Collection directed by Richard Kaminski
(Institut Lean France)

We can choose to succeed... if we find the right path to development:
everyone wants successful, pleasant, useful and affordable products. How
can we focus everyone's energies and initiatives to create innovative
products and services?
The promise that lean management makes is to combine satisfaction (of
customers, employees and partners) and growth (of the company and of
people).
This collection aims to recount field experience and observations made by
managing directors of companies who are engaged in real lean.

Cécile Roche









A LITTLE LEAN GUIDE
FOR THE USE OF MANAGERS


Foreword by Jacques Chaize

















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To Monique and Daniel, who have always known that the important thing is learning
to learn.


CONTENTS

CONTENTS......................................................................................................... 7

PREFACE............................................................................................................. 9

INTRODUCTION ...........................................................................................11

LEAN ASSUMPTIONS...................................................................................13

THE PRINCIPLES OF LEAN......................................................................19

LEAN IS A SYSTEM.......................................................................................25

A LITTLE BIT OF HISTORY.......................................................................29

SOME REFERENCES....................................................................................31

THE MANAGERIAL PRINCIPLES OF LEAN.......................................35

MURI, MURA, MUDA: ...................................................................................57

WASTE FROM THE LEAN PERSPECTIVE...........................................57

LEAN: CHOOSING........................................................................................69

COMPETITIVENESS BY EXCELLENCE...............................................71

LEAN AND FINANCE..................................................................................73

RESULTS? ..........................................................................................................81

SOME PITFALLS OF LEAN........................................................................85

LEAN COACHES ............................................................................................89

LEAN: AN INDIVIDUAL.............................................................................93

FACTSHEETS: SOME....................................................................................97

FLOW MANAGEMENT................................................................................99

VISUAL MANAGEMENT...........................................................................103

THE STRATEGY/FIELD ACTION LOOP...........................................104

PRACTICAL IMPLEMENTATION OF..................................................105

TO CONCLUDE: LEAN IN YOUR COMPANY?................................109

ACKNOWLEDGEMENTS .........................................................................115


PREFACE

"Lean" is attracting more and more interest. Its agility and rigour
have stood up to the vagaries of fashion and seem to correspond to
the uncertainties and challenges of today.
But those who are not in the know are often confused by its jargon
or misled by the deceptive simplicity of the tools; they are also
victims of misconceptions and prejudice, perpetuated by those who
have not taken the plunge, or those who have tried without success.
Some say "lean is just common sense"; others call it a "stress factor";
still others evoke resistance from local managers. "It's hard to keep
up," concludes a fourth.
Furthermore, books on lean often fall into one of two extremes:
some authors, taking the lean approach for granted, engage in
excessively detailed presentations that discourage the reader.Others
stick to the theory, describing the challenges, systems and postures
but leaving readers in the lurch if they want advice about how to put
it into practice.

Here is a book that never loses sight of the purpose and goals of lean
and is able to bring together and connect all its strategic and
operational dimensions clearly and pragmatically. This is the author's
first merit: Cécile Roche is a lean practitioner of long standing who is
today helping her company, a world leader in the high tech sector, on
the way to lean management. She writes of her experience and
describes it with simplicity and elegance. Taking stock of the
preconceived ideas she has encountered, she points out the pitfalls
that lead to failure and highlights the essential factors that build
success, and she does this without unnecessary jargon and tedious
details.
As a statement of the obvious that is too often forgotten, she
reminds us that lean is primarily a growth approach that places
customer satisfaction at the heart of the company. "Quality is when
the customer comes back, not the product".
And because this growth involves the development of people, at the
end of each chapter she shows the challenges and benefits of lean for
the manager, and also for his co-workers: "with lean, the

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commitment is individual but the result is collective".
Finally, to the classic but unavoidable question "Where to start? And
how?" Cécile Roche responds with a course for progress in a few
interdependent steps, reminding us that lean is a system, not a toolkit
or a list of independent projects.

This book will help managers and their staff who want to engage in a
long-term lean approach to understand the discussions that will guide
their first steps.
Those of us who are continuing their lean approach will discover in
this sharing of a long experience further pitfalls to be avoided, the best
approaches and the right balance to be struck.
For everyone, it is a book that flows easily, rich in unforgettable key
phrases.

Jacques Chaize, September 2013

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INTRODUCTION

I have run training courses for many executive committees in
companies where the word "lean" was not something new. Each
time, I began by asking managers to tell me what lean meant for
them. Each time I heard: "doing more with less", "eliminating
waste", "involving people", "it's common sense", "we were doing
it without knowing, before it had a name". Much more rarely,
people spoke about the customer...and almost never about
strategy or vision.

Lean has many paradoxes, some apparent, others not. How can
we become more agile, more flexible and more rigorous? How
can we make room for creativity when everyone is talking about
standardizing? What about managers who think that lean means
"bottom-up", but at the same time remain convinced that a good
manager is one who provides solutions? Or when you see that it is
so difficult to carry out actions that seem full of common sense
with everyone on a daily basis?

I often reply that it seems unlikely that you are engaged in
lean without realising it because the effort that this requires
day after day is probably too great for that.

When you work in a large company, there are often many layers
between top management, company management and operational
staff. And very often, local managers are accused of sabotaging
every attempt to progress. "Resistant to change" and
"overwhelmed by daily preoccupations," they are thought to be the
biggest obstacle to introducing improvement on a daily basis.
Maybe! I have seen that staff and their direct managers often
outpace directors who have delegated lean to them but have not
bothered to be lean themselves!

"The question is not to do lean, but to become lean"(Oreste Fiume).

No book will ever be enough to achieve a lean approach. First of
all because there is no sacred book about lean, one that you would

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