the Lean Business Model

Описание: www.blackbeltleanthinking.com

The Lean Business Model
We talk in business about benchmarking…would you like to see the true benchmark for efficiency? Look in the mirror. The bench mark for efficiency has been literally staring you in the face each morning.
As I am talking to you right now…my body is:
1. 500 muscles
2. 200 bones,
3. 7 miles of nerve fibers
4. 36 million heart beats each year
5. 60 thousand miles of veins, arteries and tubing. Pumping more than 600 thousand gallons each year.
6. Our skin is constantly renewing itself…old skin replaced by new. Minimal effort required on our part.
We feel pain or discomfort with something is wrong and our body heals itself and fights off disease and illness.
My body is doing all this right now as I talk to you. No effort on my part required.
Our body is self-monitoring, self-regulating and self-correcting. Because my body is doing what it needs to for sustainment of my life, I can do what I want to give that life meaning. Our businesses should be the same.
Our brains – a marvel of efficiency.
Our bodies operating on a conscious and a subconscious level. We need our companies to work the same way.
All successful business should work in this same manner:
• We must structure all basic operations. Daily activities
• Train to proficiency (making them subconscious)
• Focus our attention on our goal and the execution of our plan to achieve the goal

1. This is our sub-conscious: The heart of Lean and the 2 levels of business- we need our businesses to be self-monitoring, self-regulating and self-correcting. We do this by incorporating lean tools.
2. This is our conscious: Since our business is self-monitoring, self-regulating and self-correcting, we can have employees focus efforts on the more fun and creative pursuit of continuous improvement.
Lean tools enable us to make our businesses self-monitoring, self-regulating and self-correcting.
Businesses need to operate following the three core characteristics of
1. Simplicity
2. Directness
3. engagement.
We need to make sure basic functions happen as needed with no or minimal effort. If not, we have a problem. It is like worrying about our heart of lungs not working. We should not have to worry about those things.
_________________________________________________________
1. Use the human body and brain as the model and benchmark for efficiency
2. Explain that our businesses operating system should take care of all basic day to day functions that need to happen to sustain our operations and meet customer needs.
3. As what needs to happen, happens automatically for our business operations, we can focus our efforts on the more creative pursuits of continuous improvement.
4. If we or our employees are expanding lots of time, attention and energy just maintaining control of basic operations it would be like trying to compete as an athlete while nursing an injury or illness. We’re handicapped.
5. Our business needs to follow these three characteristics in all that it does:
a. Simplicity
b. Directness
c. Engagement
6. Employees need to come to work and have these three factors in place
a. A workplace that is organized with 5s and is safe
b. All the information and supplies needed to do their work
c. A process that is in control (no fire-fighting or dragon slaying at the start of the work day)
7. Wrap up- so what is the state of your business operating system? Does what need to happen, happen automatically without extra effort. Is your business self-regulating, self-monitoring and self-correcting? If so, you can focus energy on growing and improving. If not, focus on implementing lean tools such as 5s, standard work instructions, total productive maintenance, etc.