domingo, 26 de julio de 2015

TOYOTA KATA, Liderazgo LEAN

Estimad@s Clientes y/o amantes del LEAN:


En el libro de Mike Rother, TOYOTA KATA, se puede encontrar una buena anécdota ( páginas 50 y 51 ) sobre la manera de concebir el liderazgo LEAN, basada en centrar al Equipo en la correcta definición de las soluciones que eliminen de raíz los obstáculos que nos vamos encontrando en el camino hacia el flujo LEAN, en vez de gastar esfuerzos en buscar excusas / indicadores que demuestren que la falta de flujo es mejor 


Caso en estudio: excusas para no seguir reduciendo el tamaño de los lotes

We pointed out the potential for smaller batch sizes to the management team.  … closer to 1×1 flow, less inventory and waste, faster response to different customer requirements, less hidden defects and rework, kanban systems become workable and so on.

Almost immediately the assembly manager responded and said “We can’t do that,” and went on to explain why. [… the usual excuses here …] “Those extra non-value-added activities would be waste and would increase our cost. We know that lean means eliminate waste, so reducing the lot size is not a good idea.”

The plant manager concurred, and therein lies a significant difference from Toyota.

A Toyota plant manager would likely say something like this to the assembly manager.
You are correct that the extra paperwork and first-piece inspection requirements are obstacles to achieving smaller lot size. Thank you for pointing that out. However the fact that we want to reduce lot sizes is not optional nor open for discussion because it moves us closer to our vision of a one-by-one flow. Rather than losing time discussing whether or not we should reduce the lot size, please turn your attention to those two obstacles standing in the way of our progress.”

Para los que estén interesados en profundizar en las enseñanzas de Mike sobre el KATA :




Un cordial saludo
Alvaro Ballesteros

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