The LEAN model has 5 structural elements (hereafter). Each element includes its set of tools.
They have been selected by DOQS because they have lead to significantly good results in ultra high competitive markets.
LEAN management seems counter-intuitive to people who haven’t yet been initiated to the method. For instance, TOYOTA chooses to follow La Fontaine’s morality “Slowly does it every time”. The LEAN model requires more and better quality information in order to get it right every time.
1 Material flows
Taking the time to do one thing well, will cost less and will end up taking less time than mass production => Progressive reduction of batch sizes (reduction in WIP = work in progress), eradicating problems.
2 No defect culture
Pausing a process to solve a problem costs less and is faster than finding defective products at the end. => Understanding and taking part in the culture of zero defect is more important than individual performance. People must be properly formed and be experts in their jobs.
According to the first important principle of the LEAN, procedures have to evolve to reflect progress. If your Kaizen is inefficient, your standards won’t evolve and you may lose to your competitors.
The second important principle of the LEAN, the Kaizen, is the most intuitive principle. The Kaizen’s focus is very specific => search for the root cause, correct it and celebrate progress. Therefore, with through the Kaizen we treat fewer problems, but treat them more efficiently.
5 Smoothing stocks according to customer demand
Creating a process according to time required, instead of customer deadlines, will end up being less costly and faster. Anticipation and flexible production, mastering overloads as well as slower business periods, are crucial to the LEAN method.