“Make a continuous process flow to surface issues”
A great example of the difference between batch and lean flow is when you imagine the difference between an elevator and an escalator.
In the elevator scenario, you press the button and wait for the lift. You are then joined in a queue by others who are also waiting for the lift. Then a few more arrive and a few more press the button just to be sure its working. Once the doors open, you stand to the side to let others out while trying to maintain the prime position to make sure you get in the lift. (Not in all countries!).
Once the elevator is empty, you and everyone else starts nudging to get your space, being as polite as possible. The conversation you were just having stops as too many others might now be listening.
Now that everyone has squeezed in, doors close after a couple of attempts, and then everyone patiently waits while it goes up. And then, in an ordered or unordered order, the batch of people pile out of the lift. Then the process starts again.
When you think about how much time you spent just “waiting” it may have been more than the actual time it took the lift to go up. Learn more about the 7 Lean Wastes
Now think about all the other people who took the escalator. One by one, they aligned themselves in an orderly file continually flowing forward towards the escalator. The people who are in a hurry go up the left side while everyone else stands still on the right. When they reach the top, they then walk off when the time is right, one by one. The batch was replaced by “lean flow”.
The key to creating lean continuous flow is trying to move things forward in the smallest batch continually.
The benefits are that as soon as there is an issue and things stop to flow, they become visible. Cycle times also reduce as items go from start to end quicker with flow. There is now a visible sign of something going wrong. A pile of invoices not processed, an email box full and unread, a queue on the motorway or just everyone walking up the escalator.
And this is the same concept that can be used to battle procrastination and even creating a new idea, product, or service. Too often, we batch up every new idea in the hope that it will be perfect. We delay starting; we delay doing the first step until we feel like we know everything. This is the same as a batch. The flow version would tell us to start with the first action that helps us move towards where we think we want to go.
So think about how you shop, how you travel, how your team operates. What can you move to flow? Embracing lean process improvement can help optimize resources, eliminate waste, and enhance workflow to create customer value.
What is Lean Flow?
Lean Flow is a state of continuous movement of work through a process, where work is delivered in a smooth and uninterrupted manner. Imagine a river flowing effortlessly towards the ocean, with no obstacles in its path. This is the primary goal of any Lean Journey to Lean Transformation. By achieving Lean Flow, you enable a pull system, which means delivering only what the customer wants, only when they want it. This approach not only enhances customer satisfaction but also brings a multitude of benefits to your organization. Lean Flow improves safety, quality, speed of delivery, cash flow, productivity, clarity, and morale. It transforms your operations from a reactive stance to a proactive offense, allowing your team to focus on continuous improvement and innovation.
Identifying Value
Identifying value is the first step in Lean process management. Think of it as finding the golden nugget in a stream of pebbles. It involves pinpointing a problem that the customer wants solved and creating a product or service that provides the solution. The key here is to ensure that the product or service is something for which the customer will happily pay. Any activity or process that does not add worth, usefulness, or importance to the final product or service is considered waste and should be targeted for elimination. By focusing on value, you streamline your operations and ensure that every effort contributes to delivering what the customer truly needs.
Mapping the Value Stream
Mapping the value stream is like drawing a detailed map of your organization’s workflow. It involves documenting all tasks, processes, and people that contribute to creating the end product for the customer. Value stream mapping (VSM) visualizes process operations, making it easier to see the entire journey from start to finish. This tool helps managers identify the teams and individuals responsible for evaluating, measuring, and improving each process. Effective value stream mapping makes it clear which activities do not bring value to the product or service, allowing you to focus on what truly matters. By understanding the value stream, you can make informed decisions to improve efficiency and eliminate waste.
Creating a Flow
Creating a flow requires that each team’s outputs move smoothly, preventing bottlenecks or interruptions that may happen in a cross-functional operation. Imagine a well-coordinated relay race where each runner passes the baton seamlessly to the next. Many organizations achieve this using a Lean management technique called Kanban, which uses visual cues to trigger action. Kanban boards, with their colorful cards and columns, make it easy to communicate between teams so that each activity takes place when and only when it is needed. This visual system ensures that work flows smoothly from one stage to the next, reducing delays and improving overall efficiency.
Lean Tools and Techniques
Lean tools and techniques are the backbone of Lean process management. Some of the most popular include:
The PDSA Improvement Cycle: A structured approach to problem-solving and improvement, helping teams plan, do, study, and act on changes.
Daily Huddles: Short, daily meetings or calls to organize the improvement work planned for the day or discuss newly identified opportunities for improvement.
Gemba Walks: A Lean practice where supervisors, managers, and leaders go to the workplace to observe, show respect, and ask questions, gaining firsthand insights into processes.
Strategy Deployment: A technique used to align an organization around the most critical breakthrough goals and strategic objectives.
These tools and techniques help organizations implement Lean principles and achieve continuous improvement across all functions and work processes. By leveraging these methods, you can create a culture of ongoing enhancement and drive your team towards operational excellence.
