Lean – Let’s Get It Right!-How to Build a Culture of Continuous Improvement

283 Pages·2020·5.528 MB·\283

by  David Rizzardo (Author)

Endorsements

“Candid, comprehensive and pragmatic, Dave Rizzardo’s book, Lean –
Let’s Get It Right! is a must-have reference for any Lean practitioner, novice,
and expert alike. Dave cleverly transforms his wealth of Lean knowledge,
his passion for lifelong learning, and years of ‘boots-on-the-ground’
expertise into a realistic and practical guide to effective continuous
improvement and cultural transformation. His unique and upbeat
approach to using ‘lessons learned’ to help achieve success will surely
benefit any organization or individual in any aspect of their Lean journey.”
– Rebecca R. Jackson, LBC, Maryland State Government 
“Finally, there is a book on Lean that balances theory, application,
and culture. Dave Rizzardo has laid out the keys to successful Lean
implementation and sustainability by simplifying the elements of Lean
for every reader, ranging from those just starting their learning journey
to experienced Lean leaders. Dave’s charismatic approach to presenting
his topics are easy to follow and should be re-read from time to time
to ensure you are remaining focused on the big picture view that Lean
must be adopted as part of the culture and not to be seen as a project
with a beginning and end. This book is a must-read for any individual
and/or team desiring a continuous improvement future to remain
competitive in the ever changing world where we all need to thrive.”
– Doug Cooper, Director of Supply Chain, Tilley Company
“David Rizzardo knows what he is talking about. This book documents
David’s considerable knowledge and experiences in simple terms that
will keep your organization from making the same mistakes so many
other companies have made.”
– Todd K. Davis, President, New Tack Consultants
“Highly recommend this in-depth and informative book explaining the
requirements for implementing a strong and sustained Lean initiative.
Dave not only covers some Lean tools and how to implement them,
but also goes beyond to explain the absolute commitment required
from top leadership, the defining Lean principles that guide Lean
thinking, and the essential attitudes and mindsets that will nurture a
culture of continuous improvement. Although tools and techniques
are important, the most vital contribution to a sustained culture is, and
must always be, the people aspect. Dave covers this in a clear, concise
fashion. A must-read.”
– Sherry Jordan, World Class Project Engineer, Saft America
“This book focuses on the key to enduring Lean success … people!
You can use all of the Lean tools in the world to solve company
problems, but improvement won’t be sustainable and ongoing without
truly engaging the workforce to build the right culture. This book dives
deep into topics such as how Lean modifies roles and responsibilities,
and covers key issues related to developing a Lean culture which is
based on engaging all employees, not only a few Lean experts or
managers. Regardless of your position in your company, and whether
you are a Lean novice beginning your Lean journey or a Lean veteran
of many years, read this book!”
– Jesse Hood, Director of Quality and Continuous Improvement, Hub
Labels, Inc.
“If you’ve ever met Dave, you know that he is passionate about Lean.
He loves to teach and interact, and freely share what he has learned
to help others improve and succeed. The book is a great extension of
his passion that will now reach a larger audience. You should read this
book!”
– Steve Jozwiak, COO, D. Wheatley Enterprises and Special Projects
Operations
“In true Lean fashion, Dave eliminates waste in the definition,
explanation, and implementation of a Lean culture in your business.
Dave takes his decades of experience and boils it down to the
assignable causes of implementation. A must-read for anyone
implementing Lean.”
– Joseph M. Bero, P.E., LSSMBB
Lean – Let’s Get It Right!

iii

Lean – Let’s Get It Right!

How to Build a Culture of Continuous Improvement
By David Rizzardo
First edition published in 2020
by Routledge/Productivity Press
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2 Park Square, Milton Park, Abingdon, Oxon OX14 4RN, UK
© 2020 by David Rizzardo
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Library of Congress Cataloging-in-Publication Data
Names: Rizzardo, David, author.

Title: Lean–let’s get it right! : how to build a culture of continuous

improvement / David Rizzardo.

Description: New York, NY : Routledge, 2020. | Includes bibliographical

references and index.

Identifiers: LCCN 2019044458 (print) | LCCN 2019044459 (ebook) |

ISBN 9780367335076 (paperback) | ISBN 9780367429911 (hardback) |

ISBN 9781003000556 (ebook)

Subjects: LCSH: Lean manufacturing. | Continuous improvement process. |

Organizational change. | Organizational effectiveness. | Industrial

management.

Classification: LCC TS155 .R569 2020 (print) | LCC TS155 (ebook) |

DDC 658–dc23

LC record available at https://lccn.loc.gov/2019044458

LC ebook record available at https://lccn.loc.gov/2019044459

Visit the Taylor & Francis Web site at
www.taylorandfrancis.com
Contents

List of Action Items .......................................................................... xv

List of Figures ................................................................................. xvii

Acknowledgments ...........................................................................xix

About the Author .............................................................................xxi

Introduction .......................................................................................1

1 What is Lean? ..............................................................................5

Eliminating Waste .......................................................................................6

Lean Tools ...................................................................................................6

Culture Change ...........................................................................................7

Continuous Improvement ...........................................................................7

Institutional Obsession with Improvement ...............................................8

Adding Customer Value ..............................................................................8

Transformation ............................................................................................9

2 Learning from the Past ..............................................................11

Where We Have NOT Gone Wrong ........................................................11

Lean Failure Mechanisms .........................................................................11

Failure Mechanism #1 – Wrong or Incomplete Definition

of Lean ...............................................................................................12

A Short Story of Misguided Thinking .......................................13

The Financial Impact .................................................................14

Failure Mechanism #2 – Leaders Aren’t Leading .............................15

Leaders and the Lean Team ......................................................16

Leaders Must Lead! ....................................................................16

Failure Mechanism #3 – Front-Line Leadership is Unprepared ......17

The TWI Lesson.........................................................................17

vii
viii ◾ Contents
“Supervisor” – What’s in a Name?.............................................17

Leader Alignment – Front Line to CEO ....................................18

Failure Mechanism #4 – Everyone’s “Job” Doesn’t Change ............19

Improvement is Part of the Job ................................................19

Everyone – No Opting Out .......................................................19

Failure Mechanism #5 – Lean “Training” Isn’t Effective ..................20

Changing Behaviors ..................................................................21

Developing the “Want To” ........................................................21

Teaching for Improvement .......................................................21

Holistic Learning Approach ......................................................22

Failure Mechanism #6 – Demotivation is Tolerated ........................22

Motivation versus Demotivation ...............................................23

Demotivators Trump All! ...........................................................23

Hard on the “Soft” Issues ..........................................................24

Chapter Summary .....................................................................................25

3 The Lean Culture Foundation: The Lean Principles ..................27

Abide by the Principles ............................................................................27

#1 Add Value for the Customer ................................................................28

#2 Eliminate Waste ....................................................................................30

People Principles ......................................................................................31

People Principle #1 – Everyone .......................................................32

Can We Measure Engagement? .................................................33

People Principle #2 – Respect for People ........................................34

A Simple Act of Employee Disrespect ......................................35

People Principle #3 – Teamwork .....................................................36

How Do We Make It Happen? ..................................................37

Process Principles .....................................................................................37

Process Principle #1 – Focus on the Process ..................................37

The Non-Lean Approach – “Whatever It Takes” Method ........38

Hoop Jumper Extraordinaire ....................................................38

“Well, It Depends” Processes – How to Standardize ...............40

Our Objective – Robust Standard Processes ............................41

Paradox #1 – The Improvement/Standardize Paradox ...................42

The “Process” of Creating Standard Processes .........................43

Paradox #2 – The Creativity Paradox ...............................................44

Hidden Benefit of Standardization ...........................................45

Lesson from Another Place .......................................................45

Process Principle #2 – Optimize the Value Stream .........................47
Contents ◾ ix
The Ninth Waste – False Improvement Waste .........................47

Tearing Down the Silos .............................................................48

Process Principle #3 – Continuous One-Piece Flow .......................49

The Batching Problem ..............................................................49

Equipment and Tooling to Facilitate One-Piece Flow ............51

The “One-Piece” Ideal ...............................................................51

Improvement Principles ...........................................................................53

Improvement Principle #1 – Scientific Thinking (PDCA) ...............53

The WHY of PDCA ...................................................................55

Improvement Principle #2 – Continuous Improvement..................56

Manufacturing Needs to be More Like R&D! ...........................56

Experimentation and People ....................................................58

Lean Principles Summary .........................................................................59

4 Key Support Systems, Tools, and Practices...............................61

Key Support Systems and a Focus on KPIs .............................................61

Key Performance Indicators (KPIs) ........................................................62

KPI System Purpose ..........................................................................62

Effective KPI Components ................................................................63

The Right KPI ............................................................................64

KPIs versus Metrics....................................................................65

Metric Accuracy .........................................................................68

Metric Usage ..............................................................................71

Comparing Apples with Oranges .............................................73

What’s a SMART Metric? ....................................................................74

Summary – Effective KPIs and Alignment .......................................76

Visual KPI or Communication Boards .....................................................77

Visual Board Components – Key Questions....................................78

Why Not in a Computer? ..........................................................81

Some Lean Tools and Practices ................................................................83

Purpose of the Lean Tools ................................................................84

VSM ....................................................................................................84

5S .......................................................................................................86

Why Do We Fail to Sustain? ......................................................87

Why 6S? ......................................................................................88

Engaging the Workforce............................................................88

Kanban ..............................................................................................90

The Gemba Walk ..............................................................................93

Purpose of the Gemba Walk .....................................................93