Lean management focuses on eliminating waste and optimizing processes to increase efficiency. Toyota pioneered the lean approach through its Toyota Production System after World War 2 due to financial constraints. Lean aims to identify and remove non-value added activities through techniques like value stream mapping and by reducing defects, overproduction, waiting times and excess inventory. While some companies initially see benefits from lean, many fail to sustain improvements long-term if they don't fully engage employees and align projects to strategic objectives.

1. Lean Management
What can we learn from Toyota’s success story
25/02/2016

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Organization enhancement and process optimization for a Real Estate company in Lebanon (30 employees) -
ongoing
Core Banking System deployment (project team of 50 team members): Design and implementation of Project
Management tools (KPI, action follow-up, risk analysis), support of the Project Director on the 6 project streams
- ongoing
Quality enhancement in a vaccine production site (SANOFI PASTEUR, 4500 employees onsite): Kaizen events
enabling 10% decrease of production wastes and 30% decrease of tests time cycle (laboratories)
Operational excellence program in a train maintenance site (SNCF, 800 employees onsite): Processes and
supply chain optimization, best practices deployment and middle management empowerment enabling 20%
reduction of maintenance time cycle and 5% increase of productivity
Representative projects
Laurent TIRONI
Lean Management –
Six Sigma Black Belt
www.linkedin.com/in/
laurentironi
Operational excellence program in an electricity provider branch (ERDF –
GrDF – 90 employees): DMAIC approach and management empowerment
enabling 30% decrease of non value
Process optimization in healthcare government agency and prison
administration: Lean approach enabling improvements of the processes’
efficiency and quality
Total Productive Maintenance Program in a tires production site
(Bridgestone): improving maintenance to reduce equipment downtimes

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Why Toyota became the #1 car manufacturer
Toyota differentiator
is not there cars, it is
how the manage
and how they
operate
&

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Lean Management history – roots of the Toyota Production System
The Need to
Produce Efficiently
at Low Volumes
Financial
constraints after
World War II
Henry Ford
flow production /
moving assembly
line
1913 1950

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Lean Management is widely used in industry and services
1950 1960 1970 1980 1990 2000 2010….
Automotive industryToyota
Start-upPublicservicesServices
Whole industry sector
Toyota
Production
System
« The Machine that changed
the World » introduced the
Lean terminology
Toyota
suppliers
Toyota
outside of
Japan
ProjectManagement
Engineering
Operations
Supply Chain
IT
& in all layers of the company

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Lean Management in a nutshell
Watch the video on: https://youtu.be/wfsRAZUnonI

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Focus on the value added for the client
• Value added activities are defined from the
client perspective (activities for which the
client is ready to pay)
• In most processes, value added activities
represente less than 10 % of the time cycle.
This represents high opportunity to
simplify and rationalize the work, in
order to reduce time cycle, improve
service quality and reduce the
operational costs
VISA extention
granted
Time
Time
90% 10%
Lean Management addresses
this scope
Most of other methodology focuses
on this scope
Value added activities
Non value added activities
Value added activities
Non value added activities: wastes
Example: Request for VISA extension in National Security
Arrival
1

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The 7 + 1 wastes
T – Transport
I – Inventory
M – Motion
W – Waiting
O – Over production
O – Over processing
D – Defects
S – Skills

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Make problems visible…
9
LEVEL
OF
INVENTORY
DELAY
IN
DELIVERIES
LONG
SET
UPS
REWORK
UNSTABLE
DEMAND
MACHINE
BREAKDOWNS
MIXED MATERIALS
POOR
HOUSEKEEPING
HIGH MANPOWER
REQUIREMENTS
Sea of
Inventory
DRAIN
CLOSED
GENERATING
DEFECTIVE
PRODUCTS
2

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...and solve them
10
LEVEL
OF
INVENTORY
DELAY
IN
DELIVERIES
LONG
SET
UPS
REWORK
UNSTABLE
DEMAND
MACHINE
BREAKDOWNS
MIXED MATERIALS
POOR
HOUSEKEEPING
HIGH MANPOWER
REQUIREMENTS DRAIN
CLOSED
GENERATING
DEFECTIVE
PRODUCTS
2

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What is it written ??
IUMRING TO GQNGIUSIQNS
GO SEE
3

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Promote the Continuous Improvement
Continuous
improvement
Innovation /
investment
Mix the 2, depending
on companie’s
priority and
financial situation
&
Efficiency
Time
4

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And … involve the stakeholders
Starting from
the analysis
Give the stakeholders the ownership of the solutions
5

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Benefits you can get from Lean Management projects
For train maintenance:
45 days  29 days
Time cycle to test samples
reduced by 30% (pharmaceutical
industry)
Waiting time for patients in the
Emergency Service:
4h30  3h45
Non value added
interventions on the
electricity network reduced
from 15% to 7%
Human mistakes in
prisoner’s files reduced by
80%
Non quality due to human
mistakes divided by 4
Time cycle reduction: Quality improvement

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WHY some companies fail in implementing Lean (1/2)
Encouraging results at the beginning, but disappointing results on the long run1
“Do it my way”
Why ? They failed in giving the ownership
to the employees
Effect: There is no problem !!
Whenever you say someone what to do, you take the responsibility of the action away from him

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WHY some companies fail in implementing Lean (2/2)
High involvement of the Team, but little improvements2
Why ? Lean considered as “just” a tool box Effect: Tools are used for the wrong purpose (Maslow hammer)
Misalignment between improvement projects and companies objectives
if all you have is a hammer, everything looks like a nail

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The role of the Lean Manager (by John Shook)
Focus on the
value added
for the client
GO SEE
Make the
problems
visible
Promote the
Continuous
Improvement
Involve the
stakeholders
Get each person
to take initiative
to solve
problems and
improve his / her
work
Ensure that
each person’s
job is aligned to
provide value
for the
customer
Tools are designed to make it easy to see problems, easy to improve, easy to learn from

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Questions

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Appendixes
1 – Leam Six-Sigma tools
2 – Visual Management Example

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Some tools that you may be using during a DMAIC project (Lean-Six
Sigma)
▶Affinity Diagram
▶Failure Mode &
Effects Analysis
(FMEA)
▶Process Flow Chart
▶Project Priority
Calculator
▶Value-added Flow
Chart
▶Value Stream Analysis
▶Value Stream Map
(VSM)
▶Histogram
▶Measurement System
Analysis (MSA)
▶Pareto Chart
▶Six Sigma Conversion
Table
▶Statistical Process
Control (SPC)
▶Trend Chart
▶Gemba
▶5-Why Analysis
▶Design of
Experiments
▶Fishbone diagram
(Ishikawa) – root cause
analyzis
▶Regression Analysis
▶Statistics Handbook
▶5S Tool
▶Brainstorming
▶Corrective Action
Matrix
▶Error-Proofing
▶Kaizen
▶One Piece Flow
▶Pull Scheduling
▶Quick Changeover
(SMED)
▶Total Productive
Maintenance
▶Just in time
▶KPI follow-up
▶Control Plan
▶Standardized Work
▶Statistical Process
Control (SPC)
Define Measure Analyze Implement Control

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Visual Management example
16
17
15
8
35
32
17
47
46
How long does it take to identify the missing number ?

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Visual Management
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And now ?