A model of balance for successfully sustained Lean implementations.

1. THE LEAN
DIAMOND
Balance for Sustained Success

2. Created by Tom Curtis 2011
Blog: www.onimproving.blogspot.com
Presentations: on www.slideshare.net/onimproving
Email: ideamerchants@gmail.com
Twitter: @onimproving

3. INTRODUCTION
Many Lean efforts are undertaken every year. Many see
early results through Lean tools usage or substantial
drive and effort of dedicated and enthusiastic staff only
to regress or stagnate over time. What follows is a
model that looks at 4 important elements or points to
implementing and sustaining Lean over the longterm. The
model is a diamond symbolizing the balance required
between the 4 points. Often one or more of these
points is underestimated or allowed to lapse. In using
this model we can fight this issue. I hope you find this
model useful in your Lean implementation. --Tom Curtis

4. THE DIAMOND’S POINTS
Culture
Ownership
Resources
Skills

5. The Model
Culture
L
E
Ownership Skills
A
N
Resources

6. THE 4 POINTS:
A CLOSER LOOK

7. CULTURE
What is culture? Culture is a set of ideas, ways, and
practices that define a group. Cultures can be created
and changed or evolve overtime. A culture helps to
define what is “good” or “proper”. It provides direction
in our activities, goals, and pursuits. Lean cultures
encourage uncovering problems and working towards
solutions. They are usually defined in contrast to
traditional business structures as what such cultures are
not. The right culture is a must in creating change and
implementing Lean. To not develop foretells a lack of
Lean success. Culture must be worked every day.

8. OWNERSHIP
Lean requires ownership. Not just general ownership,
but specific ownership. When something goes wrong
there is no blaming that goes on. Why? Because the
ownership is clear there is no need. It is already clear
and we can move on to addressing the issue at hand.
Ownership requires time and detailed effort to
establish, consistency and follow up to maintain.
Without it, systems and standards fall apart and slide
into disrepair. This is not easy, quick, or fun, but provides
a foundation for flow, kaizen, and value creation. We
must get it done if we are to succeed over the long
term.

9. RESOURCES
To under-resource is to malnourish an improvement
effort. We must resource properly. As we design our
implementation plans we need to define at a low level
what we will require. This is not to become rigid, but to
ensure we will have the resources we need. We as
humans have a tendency to underestimate what an effort
will take or to plan for flawless execution. We need to
load so that there is room to handle surprises that come.
Another definition of resources is proper support for
the efforts at hand including management support,
supplies, and systems. Staff right and verify.

10. SKILLS
Skills are required for our Lean efforts. There are skills
that we need everyone to have like waste identification,
finding root cause, and problem communication. We also
need those who can facilitate, teach, create, and
specifically correct. We need to train hands-on again and
again in different ways and situations. We must make a
real investment with opportunities to grow, experiment
and learn. We need to develop ways to practice
everyday and ensure we are getting better. Skill help us
to correct and create and better come to see. We need
to be building skills.