Giving staff with more work, to help create more output.
Increasing inputs, to directly increase outputs.
Adding additional resources to help decrease the burden of the workload.
Reducing the amount of useless activity our resources are currently burdened with.
All work is seen as a set of interconnected processes.
Processes are analyzed to optimize each separate piece, as oposed to optimzing the whole.
Pricesses are analyzed in their entirety and changes are made to optimize the whole as opposed to analyzing and optimizing pieces.
Improving components of porcesses without considering the affect on the whole, usually results in local efficiencies at the expense of overal system efficiency.
Lean methods standardize and tighten processes to make cause and affect relationships within them readibly visible.
People are not the most important resource in a Lean enterprise.
Lean systems thrive on creativity and imagination.
Lean methos teach people how to analyze complicated processes, how to be disciplines, and how to develop solutions as a team.
Lean methods will challenge partners for improvement purposes.
Lean organizations' success is tied to the success of their partners.
Lean organzations focus on standardization and problem solving.
Lean problem solving is daily experimentation to find creative ways to improve their job by improving processes.
Problem solving improves morale and job satisfaction.
Organzational learning is a routine that follows standards, observes results and takes action to make improvements.
Standardization is a way to help "see" what works and what does not work.
Lean focuses on short term financial goals.
A "bigger than self" perspecitive helps lean culture have a shared vision.
Lean is about constantly looking for ways to provide greater value to customer and society.
Lean decisions are based on a short term philosophy, considering benefit to the customer and community.
In lean, the staff defines the value.
In lean, the customer defines the value.
Basing customers needs on assumptions alone can create extra work.
Value can be determined by asking customers directly.
Establishing and consistently meeting internal customer needs is critical in increaing smooth, efficient processes for our customers.
The customer has to be willing to pay for the activity
The activity must "directly transform" the item or person flowing through the process into what the customer is willing to pay for.
The activity must meet all epected requirments on the first attempt
Value is defined by meeting all three statements A, B and C.
Lean methods force us to view oiur work from the customer's perspective, see the value and question everything else.
Seeing such tremendous amounts of waste in everything we do, enables us to undersand that significant improvement is posible.
The goal is to maximize value while minimizing waste. This is done by uncovering the waste, to make waste visible for improvement.
Human efforts can be considered waste when used on wateful activity.
People are not waste.