TSMA Q3: Lean Practical Applications - People, Process, Clarity
Join us for the Tri-State Manufacturers' Alliance Q3 Event: Lean - Practical Applications: People, Process, Clarity. Come here from one of the Founding Fathers of Lean in the US, Art Bryne and Jim Benson who has spent his career finding the real way to help people get stuff done in a way they are proud of.
How did Art Byrne apply it and create great success stories for American Manufacturing companies?
Speaker Art Bryne While serving as CEO or an equivalent position, Byrne implemented lean principles in more than 30 companies (including subsidiaries) and 14 countries during the past 30 years, giving him a matchless knowledge of how to turn around companies using a lean strategy. Byrne began his lean journey as general manager at the General Electric Company. Later, as group executive, he helped introduce lean to the Danaher Corporation. As CEO of The Wiremold Company he quadrupled the company size and increased its enterprise value by 2,500% in less than 10 years.
Speaker Jim Benson is a Shingo-prize winning author, a civil engineer, an urban planner, a business-owner, a consultant, and owns seven bar-be-ques. He’s worked with cities as small as Albion, Michigan, and run multi-million dollar projects for the United Nations. He’s planned and designed light rail systems, freeways, and the transportation plans for literally every city in Oregon (and was glad when that project was over…) He owned a successful software company and, as a consultant has worked with nobel prize winners, Fortune 10 companies, small two-person restaurants, governments, and so on. He is on the faculty of the Lean Enterprise Institute and the Deming Institute. He loves this stuff.
Lean Is Made of People … Practical People
The largest waste in all business is the waste of human potential.
It is easy to fall into the trap of believing that simple repeatability is practical and efficient. When we focus on the reduction of waste or the removal of variation, we can quickly build rigid ways of working that, like most rigid things, crumble and break apart over time. What looks like solid and practical masonry, becomes a pile of rubble when the earthquake hits.
Practical. When Lean says its foundation is built upon respect for people, there is one key component in that respect that provides immediate value to any organization: professionalism. Whether you are on the shop floor, in the office, or in the C-suite, you go to work every day and encounter variation, you make decisions, and you see how things can be better. The practical question: Can you act on what you encounter?
Standard work, standardized work, flexible standard work, standard behaviors, all combine to create process. Process is an ugly looking word that just means how do we want to work together to create quality product? It doesn’t matter if it’s machined, refined, printed, spoken, edible, or a handshake. All people need clarity in order to act. Without clarity on the floor, in the office, and in the C-suite, Lean will always fail.
People. Your people are your only resource, everything else is just rented machinery. In this talk, I will discuss how to practically create an enterprise where people don’t “feel like” they are part of the system … they are the system. We won’t drive decisions “down to the lowest level,” we’ll make decisions responsibly. We won’t look for who to blame, but we’ll create systems where people know how and when to act. They will become functional professionals. They will understand their processes. They will be able to engage in real continuous improvement.