What is Lean?

In a recent conversation with my Sensei, I was asked the question "what is Lean?" And I wasn't fully satisfied with my answer…

In fact the answer to this question is not completely straightforward as there is no agreement on the definition of lean and the answer is somewhat subjective (1). A survey of 63 Lean Professionals from 14 different industries, yielded answers that could be divided into 17 different Categories, including: a Toolbox, Elimination of Waste, Method, Approach to Improvement, Quality System, Management System, Production System, Systems thinking, a System for understanding, Strategy, Values, Mindset, Philosophy, way of working, culture, Way of life . Therefore, it is evident that Lean is comprehended at various levels of abstraction. Regrettably, many authors who have defined Lean have predominantly emphasised the tools and methods devised by Toyota, focusing on a transactional level (2).

Furthermore in stating the reasons behind introducing Lean to their organisation the above 63 respondents provided 45 different reasons representing all levels of abstraction.

If Lean is the solution to all these issues, then what is Lean not? If something can be interpreted to mean anything, then the term itself becomes meaningless.

Origins of Lean

The term Lean was introduced in 1988 by Krafcik to overturn common efficiency myths and describe Japanese production systems that can incorporate high model variability whilst maintaining high levels of quality and productivity (3). It became popularised in books about the Toyota Production System (TPS) in “The Machine that Changed the World” (4) and “Lean Thinking” (5). The continual reference of Toyota Production System (TPS) pushes the focus on the methods applied by Toyota, and not the reason behind them, the means rather than the goal.

This has resulted in the means becoming the goal with many organisations seeing themselves as ‘lean’ because they have applied a specific tool or method (2). This is a common misunderstanding of Lean and the TPS. In fact at Toyota, TPS is often referred to as the “Thinking People System” rather than the “Toyota Production System” (6). Lean is more a mindset and a method of thinking rather than a set of tools and “to understand the essence of Lean thinking, it’s critical to see many of what are popularly interpreted to be powerful tools as Frames” (6, p. 73). Frames are methods of engagement to structure a complex situation and scaffold our learning to point towards the next step. The ‘Thinking People System’ is a system focused on Learning, not production (6).

Lean Learning System

The Lean Learning system showing Basic stability at the base and as the ultimate pre-condition for lean management and learning. Adapted from (7, p. 34) and (6, p. 113).

I like to think of Lean on three different flight levels. On a low level Lean can be understood as a combination of basic principles; specifying customer value; identifying the value stream; avoid interruptions in value flow; letting customers pull value; start pursuing perfection again (8)(5). These are also well represented by the 7 principles within the Process category of the 4P Model below(12).

4P’s of Lean Management

Integrating higher level principles such as commitment to the development of employees and leaders as well as respect for people (8), increases the altitude (People segment). On its highest level of abstraction Lean is an operational strategy, prioritising flow efficiency over resource efficiency (2), which radically differs to the traditional mainstream management mindset, and requires a personal transformation at the leadership level in how to think about solving problems (6). At this level we are discussing changing the thinking patterns and problem solving behaviours of Leaders, this often requires radical cultural transformation (mix between Problem-Solving, People and Philosophy segments).

Lean flight levels

Lack of leadership commitment and management support is most often cited as the reason for failure of Lean transformations (9). However, the difference between the current leadership culture and style, and the desired thinking patterns, problem-solving behaviors, and ability to develop people, is what results in failure, especially when not proactively addressed. Bridging this gap begins with understanding, which is rooted in defining Lean. How do you define it?