Tulisan ini adalah salah satu hasil evaluasi dari lean games di kelas supply chain management kami sekitar 2 minggu yang lalu.
Read the text below and fill in the gaps using the words given in
bolds.
1. Lean vs
Modern and Results vs. Process
Lean managers
manage by Process by knowing at all
times the condition of their process (which produces the results) so problems
can be solved and improvements implemented before rather than after the fact.
This is based on the knowledge that a good process will produce good results.
Of course, in order to succeed the Lean manager must deeply understand the process in question. This
is the big impediment to managing by process in most Modern management organizations, where traditional managers often
seem to have only the vaguest notion of how processes work and are currently
performing. I’ll have more to say below on the practice of understanding
processes.
Modern managers manage by Results
to make their efforts look effective at the end of some reporting period
(when the problems have already occurred). Unfortunately, there has never been
a metric invented that can’t be gamed in some way to make the Results look better than they really
are. As a car dealer once told me about the customer-satisfaction metric used
by the car company supplying his vehicles, “It’s a lot easier to fix the score
than fix the store, so that’s what I do, and I’ve been very successful.”
2 2. Lean vs
Modern
Modern line
managers improve processes by outsourcing problems to staffs or consultants.
Lean managers
improve processes by directly leading improvement activities in dialogue with
everyone touching the process, bringing in staff or consultants only as
necessary on major technical issues. This practice is how Lean managers gain deep knowledge of the process
they are managing, and it seems so obvious that I marvel that I need to write
it down. Yet I have walked through company after company in recent years where
the Modern managers had neither the knowledge nor
the intention to improve anything. They did, however, have advanced skills in
delegating to staffs and outsourcing to consultants
3. Lean vs
Modern and Answers vs. Questions
Modern managers
give Answers to their direct
reports about the nature of a problem and its solution.
Lean managers
pose Questions to their problem owners about the nature of the problem
and the best available countermeasures. Doing this automatically transfers
responsibility for the problem from the higher- to a lower-level manager, who
is closer to the problem.
In authority-based management, the higher-level manager maintains
the illusion of being in control and accepts responsibility for subordinates’
results, even though the best thing to do is usually impossible for the
higher-level manager to know.
4 4. Lean vs
Modern and Plans vs. Experiments
Lean managers
treat every Plans as an Experiments with rigorous and
continuing PDCA. This approach leads to a focus on discovering quickly how the Plans is working (the C) and then—the
truly important action (the A)—rapidly devising and implementing
countermeasures as the plan, if it is like most Plans, encounters problems.
Modern managers
make grand Plans, on the assumption
that they will work because they are lengthy and detailed. The lower-level
employee’s job is then to carry out the plans, which should work because they
have been carefully devised by knowledgeable people. This approach often leads
to a focus on measuring compliance and determining who to blame when a plan
fails.
5 5. Lean vs
Modern and Formal education vs. On the job learning
Modern managers seek Formal education to advance their careers, often outside the firm
in management schools or inside the firm through executive education at a
corporate “university.”
Lean managers
pursue On the job learning within
their organization by participating in frequent A3 cycles throughout their
careers, mentored by managers at the next higher level with longer experience
in the enterprise
6. Lean vs
Modern and Data vs. Facts
Modern managers
make decisions remotely, analyzing Data,
usually in conference rooms far away from the gemba. (This is often called
“conference-room management.”)
Lean managers
make decisions on the gemba at the location of the problem, turning Data into verified Facts The now famous mantra of “Go see, ask why, show respect”
captures the spirit of gemba-based decision-making.
7. Lean vs
Modern vs Go fast to go slow vs. Go slow
to go fast
Lean managers Go slow to go fast by taking
time at the outset to fully understand the process and its purpose, through
dialogue with everyone involved (often including the customer and the
suppliers) and by fully understanding the root cause of problems and the most
promising countermeasure before taking action.
Modern managers Go fast to
go slow because
problems are never fully understood and the quick countermeasures put in place
don’t (and, in fact, can’t) address the real issue, leading to time-consuming
rework.
8 8. Lean vs
Modern vs Vertically vs. Horizontally
Modern managers focus Vertically on the
organization, with all the functions and silos oriented toward the CEO at the
top. This fits in perfectly with authority-based management, my first point of
contrast above.
Lean managers
focus Horizontally on the flow of
value across the organization, from the initial concept for the product and the
raw materials to the customer. This can only work by utilizing
responsibility-based management where Lean
managers think horizontally to solve problems by dialoguing with many
departments and functions over which they have (and can have) no authority.
9 9. Mura, Muri
vs Muda
And in most companies we still see the Mura of trying to “make the numbers” at the end of reporting
periods. (Which are themselves completely arbitrary batches of time.) This
causes sales to write too many orders toward the end of the period and
production mangers to go too fast in trying to fill them, leaving undone the
routine tasks necessary to sustain long-term performance. This wave of
orders—causing equipment and employees to work too hard as the finish line
approaches—creates the “overburden” of Muri
This in turn leads to downtime, mistakes, and backflows—the Muda of waiting, correction, and
conveyance. The inevitable result is that Mura
creates Muri that undercuts previous
efforts to eliminate Muda.
10. Waste: TIM WOOD
Overproduction is the worst form of waste. It leads to excess
inventory and hide other forms of
waste.
Defects are often expressed as either yield of good
parts, such as 95% yield, or as defects per million opportunities.
Defects may cause rework.
If a process goes beyond the specification for a product, then the
process is wasteful. This is called overprocessing
Walking to printers and fax machines, excessive clicking or
searching for supplies in a messy cabinet are all examples of waste of motion.
Many experts add a eighth, human focused, form of muda: not
using the capabilities of workers.
If a machine that is critical to a process goes down, the process
cannot continue until the machine is back up and producing good parts. Until
that happens, the operators are forced to wait.
Source: Lecture Supply Chain Management at Saxion
