User:Aerosteak/sandbox

Lean Principles
Lean institute (lean.org)
 * 1) Specify value from the standpoint of the end customer by product family.
 * 2) Make the value-creating steps occur in tight sequence so the product will flow smoothly toward the customer.
 * 3) Identify all the steps in the value stream for each product family, eliminating whenever possible those steps that do not create value.
 * 4) As flow is introduced, let customers pull value from the next upstream activity.
 * 5) As value is specified, value streams are identified, wasted steps are removed, and flow and pull are introduced, begin the process again and continue it until a state of perfection is reached in which perfect value is created with no waste.

Lean Manufacturing Principles
Toyota Way, Dr. Jeffrey Liker
 * 1) “Base your management decisions on a long-term philosophy, even at the expense of short-term financial goals.”
 * 2) “Create a continuous process flow to bring problems to the surface.”
 * 3) “Use ‘pull’ systems to avoid overproduction.”
 * 4) “Level out the workload (work like the tortoise, not the hare).”
 * 5) “Build a culture of stopping to fix problems, to get quality right the first time.”
 * 6) “Standardized tasks and processes are the foundation for continuous improvement and employee empowerment.”
 * 7) “Use visual controls so no problems are hidden.”
 * 8) “Use only reliable, thoroughly tested technology that serves your people and process.”
 * 9) “Grow leaders who thoroughly understand the work, live the philosophy, and teach it to others.”
 * 10) “Develop exceptional people and teams who follow your company’s philosophy.”
 * 11) “Respect your extended network of partners and suppliers by challenging them and helping them improve.”
 * 12) “Go and see for yourself to thoroughly understand the situation.”
 * 13) “Make decisions slowly by consensus, thoroughly considering all options; implement decisions rapidly.”
 * 14) “Become a learning organization through relentless reflection and continuous improvement.”

Lean Product Development Principles
Toyota Product Development System (Morgan and Liker)
 * 1) Establish customer-defined value to separate value-added activity from waste.
 * 2) Front-load the product development process while there is maximum design space to explore alternate solutions thoroughly.
 * 3) Create a leveled product development process flow.
 * 4) Utilize rigorous standardization to reduce variation, and create flexibility and predictable outcomes.
 * 5) Develop a chief engineer system to integrate development from start to finish.
 * 6) Organize to balance functional expertise and cross-functional integration.
 * 7) Develop towering technical competence in all engineers.
 * 8) Fully integrate suppliers into the product development system.
 * 9) Build in learning and continuous improvement.
 * 10) Build a culture to support excellence and relentless improvement.
 * 11) Adapt technology to fit your people and process.
 * 12) Align your organization through simple, visual communication.
 * 13) Use powerful tools for standardization and organizational learning.

Demming "Create constancy of purpose towards improvement". Replace short-term reaction with long-term planning. "Adopt the new philosophy". The implication is that management should actually adopt his philosophy, rather than merely expect the workforce to do so. "Cease dependence on inspection". If variation is reduced, there is no need to inspect manufactured items for defects, because there won't be any. "Move towards a single supplier for any one item." Multiple suppliers mean variation between feedstocks. "Improve constantly and forever". Constantly strive to reduce variation. "Institute training on the job". If people are inadequately trained, they will not all work the same way, and this will introduce variation. "Institute leadership". Deming makes a distinction between leadership and mere supervision. The latter is quota- and target-based. "Drive out fear". Deming sees management by fear as counter- productive in the long term, because it prevents workers from acting in the organisation's best interests. "Break down barriers between departments". Another idea central to TQM is the concept of the 'internal customer', that each department serves not the management, but the other departments that use its outputs. "Eliminate slogans". Another central TQM idea is that it's not people who make most mistakes - it's the process they are working within. Harassing the workforce without improving the processes they use is counter-productive. "Eliminate management by objectives". Deming saw production targets as encouraging the delivery of poor-quality goods. "Remove barriers to pride of workmanship". Many of the other problems outlined reduce worker satisfaction. "Institute education and self-improvement". "The transformation is everyone's job".