Traditional Thinking [TT] vs Lean Thinking [LT]

Difference between Traditional Thinking and Lean Thinking

Traditional Thought:

Lean Thought:

→ [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→ [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 system disregarding all of the types of waste in the process.→ [L.T.] Improve system by 1)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→ [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→ 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→ 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