By James P Womack
“The lifetime of lean is experiments. All authority for any sensei flows from experiments at the gemba [the position the place paintings takes place], now not from dogmatic interpretations of sacred texts or the few levels of separation from the founders of the move. briefly, lean isn't really a faith yet an everyday perform of engaging in experiments and collecting knowledge.”So writes Jim Womack, who during the last 30 years has built a style of going to go to the gemba at numerous businesses and keenly looking at how humans interact to create worth. over the last decade, he has shared his options and discoveries from those visits with the tilt neighborhood via a per 30 days letter. With Gemba Walks, Womack has chosen and re-organized his key letters, in addition to written new fabric delivering extra context.Gemba Walks stocks his insights on issues starting from the applying of particular instruments, to the position of administration in maintaining lean, in addition to the long term clients for this primary new means of constructing worth. interpreting this e-book will disclose to readers a variety of lean ideas, in addition to the root for the serious lean perform of: cross see, ask why, and convey respect.Womack explains: - why businesses want fewer heroes and extra farmers (who paintings day-by-day to enhance the strategies and structures wanted for ideal paintings and who take some time and energy to supply long term development) - how “good” those that paintings in “bad” strategies develop into as “bad” because the approach itself - how the true perform of revealing appreciate comes right down to supporting staff body and remedy their very own difficulties - how the momentary earnings from lean instruments should be translated to enduring swap from lean administration. - how the tilt supervisor has a “restless wish to continuously reconsider the organization’s difficulties, probe their root motives, and lead experiments to check the simplest presently recognized countermeasures”By sharing his own course of discovery, Womack sheds new gentle at the persisted adoption and improvement of crucial new enterprise procedure of the prior fifty years. His trip will offer braveness and proposal for each lean practitioner this day.
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FOREWORD Lean conversation is peppered with Japanese terms. Consider the term “kaizen,” which is now understood as the structured, relentless approach to continually improving every endeavor—even beyond lean circles. The use of the term “gemba” may be a little less widespread, but it’s no less central to lean thinking. Gemba (also spelled “genba” with an n) means “actual place” in Japanese. Lean thinkers use the term to mean real place or real thing, or place of value creation. Toyota and other Japanese companies often supplement gemba with its related term “genchi gembutsu” to emphasize the literal meaning—“genchi” like gemba means real place, and “gembutsu” means real thing.
Rework, in which parts must be run through the process again, reducing the time available for new parts. All of these are bad and all should be reduced. But be careful to avoid simple calculations of equipment utilization that confuse availability with uptime. The former is always good: equipment must be able to run when you need it. The latter can be good or bad: high utilization (uptime) to overproduce items that are not needed is one of the worst forms of waste. Reducing time lost to changeovers by producing bigger batches rather than by reducing setup times is a big mistake as well.
I have instead grouped them by categories that I have devised after rereading the entire collection. While I think this is helpful to the reader, many essays—including the first one on Purpose, Process, People—could easily be placed within several categories because they address more than one topic. To deal with the difficulty this may present for readers with a specific issue or question in mind, an index of the themes, topics, terms, individuals, and organizations covered in the essays appears at the end of this book.