Traditional Thinking vs Lean Thinking

Traditional Thinking [TT] vs Lean Thinking [LT]

→ [TT] Production is driven by a sales forecast. It refers to a Push system.
→ [LT] Production is driven by customer demand. Items are only produced when an order is placed. It refers to a Pull system.

→ [T.T.] Problems are viewed as just that, problems.
→ [L.T.] Problems are viewed as opportunities for improvement often through Root Cause Analysis.

→ [TT] Work in process (WIP) is viewed as a normal part of operations.
→ [LT] Work in process (WIP) is a sign that a process needs to improve and is considered a type of waste that should be reduced or eliminated. The same is true for inventory.

→ [T.T.] Improve the system disregarding all of the types of waste in the process.
→ [L.T.] Improve the system by 1) Eliminating Manufacturing Waste and 2) Improving current processes.
→ [TT] Management is the primary driver of change.
→ [LT] Everyone is empowered, trained in the principles of lean and encouraged to look for ways to improve processes.

→ [T.T.] If a process is working don't fix it.
→ [L.T.] Always look for ways to Improve Processes.

→ [TT] Standardized work (people performing the same task in the same way) only exists in documents like SOPs, rarely in reality.
→ [LT] Everyone performs the same task the exact same way until a better way is discovered; then everyone performs the task of the new and improved way.

→ [T.T.] Focuses on training and relies on people to not make mistakes.
→ [L.T.] Focuses on building processes that are error proofed (so that a person cannot make a mistake or it would be difficult to make a mistake).

→ [TT] Systems think (views the organization as a whole), often ignoring or unable to see the enormous opportunities for improvement.
→ [LT] Views the organization as a series of interrelated processes that can and should be improved.

Lean Manufacturing and Management Presentation

Difference between Traditional Thinking and Lean Thinking

Traditional Thought:

→ It is mainly Revenue Focussed
→ Improvement Focus: Optimizing value-added work
→ Fire Fighting is rewarded
→ Focus on Financial metrics & lagging indicators
→ Sub-Optimization is rewarded
→ Production is in large batches
→ Tight Schedules
→ Inspect in Quality
→ Non-Visual workplace/management
→ Optimize subsystems
→ Unclear ownership & accountability
→ Excessive reviews and approvals by leadership
→ Improvements identified by Management
→ Managers direct
→ Protect Information
→ Attack Labour

Lean Thought:

→ Margin Focussed
→ Improvement Focus: Eliminating non-value-added work
→ Fire prevention is rewarded
→ Focus on operational metrics & leading indicators
→ Value stream performance is rewarded
→ Production is in small batches
→ Flexible Schedules
→ Build-in Quality
→ Visual workplace/management
→ Optimize the whole system (including suppliers & customers)
→ Clear ownership & accountability
→ Decisions are made by those closest to work
→ Improvements identified by a helper, inspector or operator
→ Managers teach/enable
→ Share information
→ Attack waste, complexity, and variation

Difference between Traditional and Lean Thinking

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