Lean organization framework by Pierre Masai
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The document presents the Lean Organization Framework (LOF), emphasizing four transformative journeys within lean practices: focusing on customer needs through 'genchi genbutsu', developing people via 'hitozukuri', enhancing problem-solving with 'kaizen', and balancing 'jidoka' with just-in-time processes. It highlights the importance of agile methodologies in improving customer engagement and adaptability while challenging traditional management practices. Overall, it asserts that lean principles are increasingly relevant in modern organizational contexts, bridging industrial and digital domains.
Lean organization framework by Pierre Masai
- 1. LEAN ORGANIZATION FRAMEWORK Dr Pierre Masai Lean Digital Summit, Paris, 7 October 2019 1
- 2. 2012 THE STORY SO FAR 2 The Toyota Way in IT, Lean IT Summit 23rd November 20142017 The Quest of One Piece Flow, Lean IT Summit 16th October Hoshin for IT and IT for Hoshin, Lean IT Summit 15th March
- 3. LEAN: ORGANIZING THE CONCEPTS 3
- 4. LEAN ORGANIZATION FRAMEWORK (LOF) ONTOLOGY 4
- 5. THE LOF (TOP LEVEL CONCEPTS) 5
- 6. 6 THE LOF (TOP LEVEL CONCEPTS, MANGA STYLE)
- 7. NAVIGATE THE LOF LIKE A MAP 7 • The LOF can be seen as a map • Today, I will cover four journeys • With practical examples in our IS Organization.
- 8. THE FIRST JOURNEY From Lean to Customer First to Genchi Genbutsu 8
- 9. HOW GENCHI GENBUTSU DELIVERS CUSTOMER FIRST 9 • 現地現物 Genchi Genbutsu the actual place, the actual thing (go and see) • Key method of Customer First: See and feel problems exactly as our customers do. • Make sure we can take action based on real facts.
- 10. THE SECOND JOURNEY From Lean to Hitozukuri to Challenge 10
- 11. DEVELOPING PEOPLE (HITOZUKURI) THROUGH CHALLENGE 11 • 人作り hitozukuri Develop great products needs to develop great people • Respect people by constantly setting challenges that stretch them • Even better, by encouraging everyone to set themselves challenging targets
- 12. THE THIRD JOURNEY From Lean to Kaizen to Problem Solving 12
- 13. CONTINUOUS IMPROVEMENT(KAIZEN) THROUGH PROBLEM SOLVING 13 • 改善 Kaizen • Prerequisite: standardization • Key methods: • Hoshin Kanri • PDCA • Problem Solving • Hansei (reflection)
- 14. THE FOURTH JOURNEY The view from Jidōka to Just in Time 14
- 15. FROM JIDOKA TO JUST-IN-TIME 15 • East of the map : Jidōka or Stop in Time. First pillar (Sakichi Toyoda): Stopped Flow • West of the map: Just in Time. Second Pillar (Kiichiro Toyoda): Pulled Flow
- 16. AGILE AND THE FIRST JOURNEY From Lean to Customer First to Genchi Genbutsu 16
- 17. AGILE IS CUSTOMER FIRST But still individuals are making the difference • Ensure bringing value to customer • Involve the end customer • Deliver a common vision We are guardians of good implementations by coaching 17
- 18. AGILE IS SHORT TAKT TIME CLOSER TO CUSTOMER It doesn’t make a project easy • It is continuous delivery • Continuous involvement of customer • Continuous release to production It is another approach, closer to the customer needs more adapted to our world 18
- 19. AGILE MAKES CHANGES NORMAL FOR CUSTOMER But are all those changes normal? • Hiding lack of vision • Too short on project start • Lack of ability to capture good requirements Agile does the things right BUT still need to do the right things Lean = Hoshin + Agile 19
- 20. EMPLOYEE ENTREPRENEURSHIP AND THE SECOND JOURNEY From Lean to Hitozukuri to Challenge 20
- 21. IT GRADUATE LINE TRAINING 21 # Description Observations I Dojo Training Safety, Quality, Inspection II Working on line Day Day Night Night Process ramp-up to 100% III Shadow T/L, G/L Understanding of T/M, G/L roles IV Presentation to EMC Line and Shop Managers Week 1 Week 2 Week 3 Week 4 Week 5 Week 6 • Motivation towards Lean • Human development • Standardization • Kaizen contribution • Immediate communication Small Processes Standardized Procedures JES (Job Element Sheets) Training & Ramp-up Daily meeting Andon Communication screen Kaizen Award
- 22. 22 Give time to employees willing to experiment ideas @ work Empowered employees to rapidly experiment @ work Empowered teams to run effective experimentations @ work INNOVATION:MOTIVATION BY CHALLENGE
- 23. MANAGEMENT CHALLENGE AND THE THIRD JOURNEY From Lean to Kaizen to Problem Solving 23
- 24. AGILE IS A MANAGEMENT CHALLENGE Teams do not challenge management enough • Clarify impediments flow • What visuals for management? Board vs IT Tools • How to involve top management (like Hōrensō vs Genchi Genbutsu) • Aggregated metrics like velocity for top management: good or bad? 24
- 25. DEVOPS AND THE FOURTH JOURNEY Continuous flow and continuous quality checking. 25
- 26. DEVOPS DEMONSTRATES JUST IN TIME / JIDOKA TENSION Devops accelerates value delivery to customers via code and configuration. Check every change is a good change: • Function • Performance • Maintainability • Security 26
- 27. THE DEVOPS SCORECARD • Checking techniques for each platform and architecture • Allowing us to devote our human talents for quality and maximum value. 27
- 28. TO CONCLUDE 28
- 29. LEAN IS MORE MODERN THAN EVER Learning, doing, sharing and coaching Lean is a common language from industry to digital 29
- 30. THANK YOU! For much more information: My PhD thesis at the University of Strasbourg “Modeling the lean organization as a complex system” on https://publication-theses.unistra.fr/public/theses_doctorat/ 2017/Masai_Pierre_2017_ED269.pdf @pierremasai 30