--- title: "Lean Manufacturing: a practical outlook" description: Exploring more opportunities coming from lean manufacturing, it´s not too much rare to interface with managers with relentless difficulties to define actions and aggregate real value. image: https://www.processwaregroup.com/hubfs/Processware_img%20(1)-1.jpg --- [![](https://www.processwaregroup.com/hubfs/processware/logo/processware_logo.png)](https://www.processwaregroup.com/) - [O2P](https://www.processwaregroup.com/en/the-platform) - [About Us](https://www.processwaregroup.com/en/about-us) - [Solutions](https://www.processwaregroup.com/en/solutions) - [Industries](https://www.processwaregroup.com/en/industries) - [Stories](https://www.processwaregroup.com/en/stories) - [Partners](https://www.processwaregroup.com/en/partners) - [Achievements](https://www.processwaregroup.com/en/achievements-and-awards-processware) - [Visit Our Blog](https://www.processwaregroup.com/blog) - - - EN - [EN](https://www.processwaregroup.com/) - [BR](https://www.processwaregroup.com/br) - [PT](https://www.processwaregroup.com/pt) - [ES](https://www.processwaregroup.com/es) - [O2P](https://www.processwaregroup.com/en/the-platform) - [About Us](https://www.processwaregroup.com/en/about-us) - [Solutions](https://www.processwaregroup.com/en/solutions) - [Industries](https://www.processwaregroup.com/en/industries) - [Stories](https://www.processwaregroup.com/en/stories) - [Partners](https://www.processwaregroup.com/en/partners) - [Achievements](https://www.processwaregroup.com/en/achievements-and-awards-processware) - [Visit our Blog](https://www.processwaregroup.com/blog) - [YouTube](https://www.youtube.com/channel/UCMkhsk6rfs23BGMmrIEKwzQ?) - [Linkedin](https://www.linkedin.com/company/processware) - [EN](https://www.processwaregroup.com/) - [PT](https://www.processwaregroup.com/pt) - [BR](https://www.processwaregroup.com/br) - [ES](https://www.processwaregroup.com/es) # Lean Manufacturing: a practical outlook Exploring a little bit more opportunities coming from lean manufacturing, it's not too much rare to interface with managers with relentless difficulties to define actions and aggregate real value. Apr 27, 2018 2:00:00 PM ![Celso Junior](https://www.processwaregroup.com/hs-fs/hubfs/Foto_CJR_dez_2017.jpg?width=35&name=Foto_CJR_dez_2017.jpg) Posted By [Celso Junior](https://www.processwaregroup.com/en/blog/author/celso-junior) Exploring a little bit more opportunities coming from lean manufacturing, it's not too much rare to interface with managers with relentless difficulties to define actions and aggregate real value. Perhaps because they do not understand that the lean principle it is not a tactic or a cost reduction program, but a way of thinking and acting for an entire organization.     After many years visiting and dealing with several manufacturing companies I really believe that exists a long journey of excellence to be accomplished. I admit (after a reasonable experience) the useful core idea “described” is to maximize customer value while minimizing waste. More than this, most of this companies are trying to demonstrate that lean means “creating more value for customers with fewer resources”.     A real and profitable lean organization understands customer value and focuses its key processes to continuously increase it. The ultimate goal is to provide perfect value to the customer through a perfect value creation process that has zero waste.     However, the first side of the coin is the theory and professional intention. For sure it´s important but not enough. It's crucial more …much more …   What about the practice? How to put the ideas described in place?     It's not too much rare to interface with managers with relentless difficulties to define actions and aggregate value. Perhaps because they do not understand that the lean principle it is not a tactic or a cost reduction program, but a way of thinking and acting for an entire organization.   Ever walked out on to a shop floor and been faced with organized chaos? Managers are probably wondered, which way do they turn? Where do they start?   All manner of noises and distractions keep the team leaders and supervisors from doing anything but reacting in a panicked state of anxiety.   How do they get an angle on these conditions to induce some degree of control and calm?   According to Andrew Quibell, (Lean Enterprise Institute) the best way to introduce a practical view in terms of lean thinking it is to deploy the 7 Manufacturing Basics, a handpicked selection of core lean improvement tools, methodologies, and techniques to grasp control of any shop-floor situation. He has used many tools independently to tackle various situations. But as time progressed, it became very apparent that some combination of these lean tools and elements work very well together when deployed in a specific sequence. They should be part of the skill set a team leader uses in daily work on Jidoka and Kaizen reinforcement, assuring (i) quality, (ii) controlling processes, and (iii) making incremental improvements often.     See below the 7 Manufacturing Basics:   - Autonomous Maintenance - ensure you have the pre-conditions for production set up before running the process; equipment can run at rate without losses or interruptions   - Gemba Cadence - establishes a fixed routine for observing your people and processes at work in real time (Go see)   - Change Point Management - capture and control all unplanned change points. Unplanned events are the “silent killers” that induce, waste, [OEE losses](https://www.lean.org/lexicon/overall-equipment-effectiveness), defects, and workarounds   - A3 Thinking Mentality - teach team members how to do fishbone diagrams and the [Five Whys](https://www.lean.org/common/display/?o=1918). They are the very basics of problem-solving and build the mental muscle for developing A3 capabilities (Ask why)   - See Disconnects in the Entire Processes - examine the four levels of how any process is configured: systems, pathways, connections, activities - to confirm it is working as intended   - Kaizen Mindset - Make one small incremental improvement often, every day if possible. But they must be small gains that can be sustained because they are accepted and adopted by team members   - Leaders are Teachers - Coach people. Don’t just tell them what to do, lead them to answers by asking questions which make them think to solve problems. This is very hard to do because we are programmed as leaders to take control (remind the previous blog: Lean Leadership is a behavior not a concept isolated)     Interesting experiences (from world class companies) have demonstrated these 7 elements improve people’s confidence significantly, which leads to them sustaining improvements over time. It´s a simple “hands-on” approaches to be used & abused for leaders / managers with professional intention to boost customer value while minimizing waste.     Source: *Lean Enterprise Institute* Share - [Tweet](https://twitter.com/share) Topics [Lean Manufacturing](https://www.processwaregroup.com/en/blog/topic/lean-manufacturing) [Kaizen](https://www.processwaregroup.com/en/blog/topic/kaizen) [Gemba](https://www.processwaregroup.com/en/blog/topic/gemba) COMMENTS - 3 Comments [Previous ](https://www.processwaregroup.com/en/blog/improving-team-effectiveness-the-dos-and-donts) [Next ](https://www.processwaregroup.com/en/blog/change-management-how-to-accelerate-the-change-and-increase-the-likelihood-of-success) ### Follow Us We're waiting for you on LinkedIn [ Connect with our LinkedIn ](https://www.linkedin.com/company/processware) ### Sign up for our newsletter ### Recent Posts ### Posts by Topic - [Digital transformation (10)](https://www.processwaregroup.com/en/blog/topic/digital-transformation) - 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