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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