I’ve only been working on Lean for 8 years, which makes me essentially a novice in the eyes of true Lean practitioners. Yet while I’ve learned a few things, explaining Lean to people who are unfamiliar with this amazing way to make things better in just about any setting remains a challenge.
Here’s my current “elevator pitch” to people. (Notice I say “my” elevator pitch, not THE elevator pitch).
“Lean is a systematic approach to producing more (goods, services) with higher quality by engaging the hands and minds of the people doing the work in a disciplined and commonly understood method of problem-solving. This scientific approach uses the shared creation of standard work as a way to agree on the best way to get work done in the most purposeful way; and it enables people to identify problems as 'gaps' between how the work is being done and how it should be done—which allows a blame-free exploration into why best practices are not happening to occur—and to create a culture where continuous improvement is a mindful and structured mindset that is always present.”
Having just offered a definition, I must now share misgivings about any rigid definition (Tracey Richardson makes a compelling case that perhaps lean should NOT be labeled at all) and express concern that branding this rigorous practice dilutes some of the dynamic qualities that enabled it to become the powerful approach it is today (not to mention make it the protected, i.e. static, intellectual property of high-brow hucksters).
That said… does this sound vaguely like the Lean you are practicing? How do you describe Lean to people? What’s your elevator pitch?
Alice Lee, Hollie Jensen, Josh Howell, Karen Gaudet & Matthew Savas
Dave LaHote, David Meier, Ernie Richardson, Joe Murli, Josh Howell, Karl Ohaus, Michael Hoseus, Tom Shuker & Tracey Richardson
By Robert Martichenko
By Michael Ballé and Freddy Ballé
October 30, 2018
We are currently at the ground floor of introducing lean into our organization so I give a similar speech at least twice per week to groups of 6-8 people at a time, and I've been giving various messages to our leadership for the past two years. In doing so I have learned that my "elevator speeches" while seemingly important to me actually mean little to the listener at the end of the day.
I don't think there is anything wrong with consistently delivering these messages, but most of the attendees are wondering "What am I doing here?" or the more famous "What is in this for me?" While I try my best in answering these questions every time based on the context of the question and the particular audience, I think that it will not matter until we do something meaningful that positively impacts their work life. I realize the importance of hearing this information as a group so we can start speaking a new language, but at the same time I wonder if the message itself is waste without action? We're certainly not perfect and learning on the fly, but I feel this same hope and frustration simulatneously on a near daily basis. Regardless, it is worth the effort to better serve our customers and show respect for our most valued resources.
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If someone asks me what I'm doing, I tell them that what we're doing is applying the scientific method to the workplace, because when we do that, the customer (patient, in our case) gets more value, more benefit, fewer negatives in general. If they want to know more after that, I start asking *them* questions
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Lean is a process improvement system that focuses on what the customer values, eliminating waste, and delivering that value. At the heart of lean is enabling people to identify problems as 'gaps' between how the work is being done and how it should be done and then empowering employees through problem solving and coaching. It is based on understanding what’s really going on at the place where value is created, in the process.
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Lean is a process improvement system that focuses on what the customer values, eliminating waste while delivering that value and empowering employees along the way
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My favorite way of describing lean succinctly is thus:
"Lean is a way of producing goods or services where there is a clear understanding of what creates value. The organization then focuses on delivering that value, continuously eliminating anything thad doesn't contribute to it.
The scientific process at the heart of this is PDCA. In practice, PDCA means that a theory (standard) is devleoped for how to optimally do the work required. The organization makes sure all employees have a common understanding of the standard, follow it rigorously, measure its performance and are then fully involved in improving it. This never-ending cycle means that work is constantly being refined to better deliver value and eliminate waste"
Damn! I thought my definition was more succinct! Oh well....I'll assume we're talking about a skyscraper elevator ride :-)
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- Creating more value with fewer resources
- Increasing efficiency and effectiveness
- Tastes great, less filling
The details are then added to satisfy the specific learning needs of the customer of the message. Or in other words, people have different needs for lean and we need to give them options.
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Lean is such a rich topic and I'm still learning (by doing and by reading) after almost 20 years engrossed in this. Lean is so simple, yet there's so much to discuss.
I usually say, very briefly, that Lean is both an improvement methodology and a management system, that aims to produce the best safety, quality, on-time delivery, and cost, doing so by engaging everybody in the improvement process, treating people with respect, and focusing on customer needs for the long-term good of the organization.
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Lean is a scientific process of eliminating waste and adding
value by engaging the people who do the work.
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Here is my attempt to descibe how. I would love your feedback.
What method do you use?
I employ a strategy of management doing “Gemba” (where the work is done) observations of current state processes and procedures. Those observations are documented in something we call a value stream map. It is completed from the customer’s point of view. We specifically look for processes that are creating a blockage in flow. That is your waste. Then beginning at the output (discharge in healthcare) we build a future state that eliminates waste supporting Safety, Quality, On-time Delivery and lastly Cost and always in that order.
How long does this take?
That depends. But more important is the question of sustainability. Seeing the waste becomes easy and 2nd nature once people are trained. Creating the management system that sustains waste elimination is hard. It is hard because it shifts the leadership out of their comfort zone. It takes them out of the boardroom and forces them to the “gemba”. That takes real leadership.
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For me your elevator speech is so long but is far the best I have ever heard, I like it and I will use it to describe lean to C´level executives.
In other hand, what about the "marketing campaign" that any iniative should have to show precisely value generation, what about real visual management that shows this.
What I trying to say is that when you start with definitions instead of proves is more difficult to engage people with it, first direct collaboratior and lately C´level executives once the manpower force show a real engagement and concrete actions.
Regards
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It is questioning the Status Quo constantly, across organizational boundaries.
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Alice Lee, Hollie Jensen, Josh Howell, Karen Gaudet & Matthew Savas
Dave LaHote, David Meier, Ernie Richardson, Joe Murli, Josh Howell, Karl Ohaus, Michael Hoseus, Tom Shuker & Tracey Richardson
By Robert Martichenko
By Michael Ballé and Freddy Ballé
October 30, 2018
I would like to share something a little different
"Rooted in Purpose, Process, and respect for People, lean is about creating the most value for the customer while minimizing resources, time, energy, and effort.
A lean approach to work is about understanding what’s really going on at thegemba (the place where value is created), improving the processes by which products and services are created and delivered, and empowering people through problem solving and coaching. Lean thinking and practice helps organizations become both innovative and competitive, which in turn allows them to become sustainable."
Would love to hear how others talk about Lean.
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