Lean has been around for more than 20 years. In the last few years, two terms which have been around for some time but are just now receiving greater attention are:
- Hoshin Kanri strategy deployment
- Lean Management
So what’s the big deal? How can you quickly get a grasp on why these terms are rising in importance?
It’s all about Maximizing the Business Results Delivered by Lean
In the last two decades, Lean has been tremendously successful yet it has been far from perfect. Many companies struggle and never seem to get the full benefits they expected. Leaders in the Lean educational community intend to solve this problem in part by emphasizing Hoshin Kanri and Lean Management as keys to success. Here’s why:
Understanding Lean from a technical perspective has its challenges but it’s fairly straight forward. On the other hand, generating maximum business results involves two additional requirements beyond “technical Lean”, increasing the number of component requirements from just one, technical Lean, to three:
- Technical Lean – optimizes the value creation process through the use of Lean technical principles, methods and tools
- Lean Management – manages “fair treatment” around change through the use of Lean management principles, methods and tools
- Hoshin Kanri - deploys breakthrough strategies like Lean through a process that integrates and delivers a comprehensive “system-level” result – with all of the sustainable management and technical pieces in place and working:
As a result, participants in a Hoshin Kanri guided effort experience less stress, accept change more readily, and perform their jobs better after the fact.
- Policies
- Process design changes
- Procedures and tools
When the three critical components of successful Lean are executed skillfully, Lean drives positive change to deliver benefits to every group at level of the organization; addressing both the technical and the human requirements of the system .
In other words, everyone experiences Lean changes that are “good” and nobody experiences Lean changes that are “bad”. As a result, participants in a Hoshin Kanri guided effort experience less stress, accept change more readily, and perform their jobs better after the fact.
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