2. Scientific Management
Based on non-existent experiments!
But the narrative legitimised the
role of management
And the role of experts and consultants
Led to focus on the vertical control of
resource allocation and utilisation
But ambiguity over incentives, motivation
and the role of the workforce
2% productivity growth since
3. Modern Management
Peter Drucker articulated the
role of general management
Michael Porter and deregulation
legitimised investor capitalism
Various gurus tried to correlate strategy
and leadership with performance
The web giants are not providing
alternative business models
New insights are now coming from other
scientific disciplines
4. Management by Science
Toyota created a new synthesis: -
A rigorous way of formulating strategy
and deploying it
A rigorous way of defining customer value
A rigorous way of unblocking the horizontal
flow of value creation
A rigorous way of establishing standard work
as the basis for continuous improvement
Practicing PDCA underlies all of this
5. A Lean Management System
Direction
Top Focus Vital Few
Aligning Hoshin
Function
VS Analysis
End-to-End
Value Stream Lean Projects
Enabling Oobeya
Stability Stability Stability Stability Stability
Gemba Plan/Actual Plan/Actual Plan/Actual Plan/Actual Plan/Actual Kaizen
Problems Problems Problems Problems Problems
The Value Stream
6. From What to How?
How do we set direction and develop the
capacity to change?
How do we define value from the customer
perspective?
How do we align different perspectives?
How do we manage lean projects?
What is a lean transformation?
7. Lean Transformation
Solve specific business problems
By developing the capabilities Solve Business
Problems
“Follow
To improve the flow of work To
Me”
By
unblock develop-
the flow ing
Enabled by leaders showing of value
creation
Go See
capabil-
itise
Ask Why &
clear direction and Show
Respect
asking questions So everyone use the Scientific Approach
Systematic use of PDCA by everyone
After John Shook, LEI
8. So What?
While the specific results are fine
The lasting value is the capability to solve
the next set of problems
Success is judged by the ability of the team
to sustain and improve after you leave
It is the responsibility of management
to focus these actions on the needs of
the business and its customers
9. The Scientific Approach
What problem are we trying to solve?
What experiments do we need to design?
How do we assess the necessary capabilities,
mentoring and management?
How do we capture the reflections and share
through communities of practice?
The aim is to develop capabilities and stronger
hypotheses for future actions
How do we develop our Senseis?
10. Final Thoughts
Are we using science or simply a narrative?
Are we developing a body of practice or turning
lean into a profession?
Are we just using lean to improve performance?
Or as a way of creating more fulfilling work?
And meeting growing aspirations with less
resources and environmental impact?
Are we driven to uncover the
next set of questions?
