Behaviour and attitude Flashcards
Lean is a way of thinking and acting.
The Lean mind-set has the following characteristics:
Lean is a way of thinking and acting.
The Lean mind-set has the following characteristics:
• It seeks perfection by acknowledging
that good is not an end state but a step towards further improvement.
• Problems are seen as opportunities to improve customer value, rather than a reason to apply blame
• Lean challenges people to think differently in the process of delivering value.
• In the process of delivering value for people who are prepared to buy your product and by continuously removing waste from the system producing the value, profit takes care of itself
• Invest in people to create long term relationships.
• Being Lean in the long-term depends very much on what you do in the next five minutes. If you behave in such a way as to deliver value in the short term, the ability to meet long term goals will be much easier. In this way, we can sustainably deliver value
• Within organizations and IT organizations, we have a tendency to look at our department or immediate surroundings. It is vital to look at the whole picture to avoid sub-optimization. For IT this means at least taking an integral view of a service towards a customer.
People working within Lean IT organizations distinguish themselves from other organizations by the fact that they are prepared to:
People working within Lean IT organizations distinguish themselves from other organizations by the fact that they are prepared to:
- learn and that their environment encourages them to learn.
The following are beliefs that are consistent with a Lean attitude:
The following are beliefs that are consistent with a Lean attitude:
- If we believe that improvement is possible, it is a small step to take the responsibility to make the improvement happen
- The vast majority of people come to work to do the right thing, especially if it means having a happy customer. Adding value is therefore a fundamental attitude to most people
- One of the more difficult aspects of a Lean attitude is to be critical AND to bring a solution. Most people are capable of being critical but forget to bring the solution
Toyota has built its entire behavioral construct on two basic principles:
Toyota has built its entire behavioral construct on two basic principles:
- Continuous Improvement
- Respect for People.
Lean managers give their employees and teams:
Lean managers give their employees and teams:
- direction,
- stimulate them to improve their value by asking questions,
- giving them support to take responsibility for their own work and that of the team.
Lean IT leaders also know the value of:
- eliminating defects.
They know that the customer value goes up and the costs go down as they stimulate quality at the source.
Spent time on the shop floor to motivate people to build better products, using 3 steps:
- Go See: observe what is going on (Go to the Gemba; carry out a Gemba Walk),
- Ask Why: Ask questions why things are done a certain way looking for ways to improve quality and customer value,
- Show Respect: Listen to the answers of people working daily with processes and products and show respect for their work and ideas.
Spent time on the shop floor to motivate people to build better products, using 3 steps:
Jidoka is one of the two pillars of the Toyota Production System, along with just-in-time production.
Jidoka highlights the causes of problems because:
Jidoka is one of the two pillars of the Toyota Production System, along with just-in-time production.
Jidoka highlights the causes of problems because:
work is stopped immediately when a problem is uncovered. This leads to improvements in the processes that build in quality by eliminating the root causes of defects.
With Jidoka, employees are asked to take responsibility for stopping the line to ensure there is quality at the source. The expectation is that everyone is responsible for quality at the source.
A central concept within Jidoka is the Andon Cord. This is:
A central concept within Jidoka is the Andon Cord. This is:
a physical cord that employees can pull to stop the production line. The Andon cord is pulled some 3,500 times per day in a typical Toyota manufacturing plant. The question is: what are the Andon Cords within the Lean IT organization?
