Stability

Variation reduction; all variance results in loss to the system as a whole and in a larger sense, a loss to society. Variation must be recognized as existing on many dimensions; demand (seasonal and whip effect), quality (yield), time (cycle), skills (people), process, machine capability, and even employment stability.

Close examination of lean tools will find that most are countermeasures to build stability. Taiichi Ohno recognized the necessity of stability before lean can be functional. He estimated that a process must be stable within +- 5% before flow could be achieved.

 

Simplicity

Start with “Proof of Necessity” by using the first two questions in step two of Job Methods.

“Why is it necessary” and “What is its purpose?”

Most of Ohno’s waste categories fall into this area. The importance of this principle is to remove any detail that does not add value to the process of transforming the materials to the customer’s needs, yet simplicity goes far beyond just waste elimination.

 

Structure

The focus is communication and relationships between different nodes on multiple levels. For instance, what information is necessary to perform the job function? This requires clarity of information, including responsibility being transferred to this level for performance. Some misguided efforts of empowerment have sought to give decision-making to ever lower levels of management, without understanding that choosing and defining each decision is primarily to strengthen the system, not some feel-good social initiative. Social capital is built when empowerment is properly implemented. Structure also covers the relationships seen in logistics and layout of operations.