Understanding Lean's Core Components, Part 1

Lean as a term is often used interchangeably to refer to a number of different, interconnected topics, often making it difficult for new practitioners to understand what exactly is being discussed, debated or taught. To address this confusion, topics are often broken down into four core components. These four components are as follows. There is the objective state of being lean (in other words, the target state of efficiency that a company wishes to achieve). There is lean as an ongoing process of continuous improvement. There is the set of methods and tools that make up lean. And there is the philosophy and ongoing debate that's concerned with the foundation and direction of lean thinking. Fully understanding each component and how they relate to one another should be a high priority for any manufacturer.

The objective state of being lean is usually seen as the pinnacle of the production practice, wherein the company itself has become operationally lean in all aspects. Successful facilities that have achieved this state are often examined in case studies that detail their respective approaches and the relative success of their methods. These case studies provide a thorough (and some say the most informative) analysis of the real-world implications of the lean approach.

As you explore these organizations, you'll come to understand how truly successful manufacturers recognize that there is no one state of being that stands as a definitive endpoint for this process. What truly defines success in lean thinking is the achievement of a state of lean continuous improvement, as we'll discuss in our next entry.

Lean's Core Components

The advancement and development of lean is dependent upon a dense field of study. While any tool, method or philosophy in its collection could be boiled down to embody the production practice's main goal (preserve value for the customer through less work), its multifaceted applications mean different things to different industries. Furthermore, different applications and definitions bear certain relevance depending on the topic or conversation. This can make things somewhat confusing for those who are just starting to learn about the production practice. In order to address this confusion concepts are often broken down into four fundamental components: lean as an objective state of being, lean as an ongoing process of improvement, lean has a collection of tools and methodologies, and lean as a body of philosophical thought.

Dividing the concepts into these four components serves a number of purposes. Most relevant to this article is how the separate components draw attention to the expansive nature of lean and its applications. People who are just starting out learning about the production practice are usually only aware of the term being applied to a manufacturing organization in order to describe its objective state of being. This classification can be misleading, because while it may be apt to deem an organization as such, it often implies that they have reached an endpoint in their process. In truth, there is no endpoint for these organizations. Those who have truly succeeded will always be on the lookout for new or different ways to change and improve. This ongoing process is often seen as the second component, an adopted mindset that will continue to inform the decisions that will determine the future of the organization.

For new inductees, the most easily understood component is usually the collection of methods and tools that make up the production practice. Because these tools (and their results) are well documented and recorded, they are somewhat more tangible and therefore easier to comprehend. Six Sigma Training, A3 Problem Solving, 5S, Value Stream Mapping—these are all well known tools with reams of accompanying documentation. People are often introduced to lean through learning about these tools because many of their core concepts accurately reflect the fundamental tenets of the larger philosophy, making them a good way to ease into learning about the production practice as a whole.

The most complex component is the philosophy behind the production practice. Lean continues to grow and change with the market demands of each new fiscal year, reflecting both the needs of various manufacturing industries and the ever-changing demands of the consumer. While this complexity makes this component the most difficult to fully comprehend, it is at the heart of why this production practice has proven so successful over the many years since its inception. Advancing the philosophy depends on the ongoing debate that takes place at conferences, think tanks and in analytical papers. The core concept that never changes is, again, anything that preserves value through less work. Ultimately, every aspect of lean revolves around this concept, and how best to put it into practice.