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Example text
All you have to do is take a trip on an airplane and listen for the chorus of phones being turned on the instant the plane touches the ground, and you’ll know how true this is. When you provide a product or service, you need to be tightly in step with (and even slightly ahead of) what your customer wants. Tools like Quality Function Deployment (QFD) help capture customer wants and translate them into standards that you can implement in the stream of activity that creates customer value — the value stream.
In postwar Japan, Deming and Juran worked with Japanese industrial leaders to apply these practices to reconstruction. Toyoda and Ohno The Toyoda Automatic Loom Works was founded by Sakichi Toyoda in 1926, where he pioneered the practice of jidoka (see Chapter 2). Ten years later, the company changed its name to Toyota and Toyoda’s son, Kiichiro, and engineer nephew, Eiji, began producing automobiles with parts from General Motors. Japan’s entry into World War II in 1941 diverted its efforts to truck production; during postwar reconstruction, the company nearly went bankrupt.
Each of these monikers represents an element of Lean in its own right, but only as a single facet or subset of the greater Lean enterprise. In fact, Lean is all of these and more. Think of Lean in the enterprise not as a group of functional or departmental practices, but as a set of multidisciplinary practices that cross functional lines. Lean focuses on the processes that create customer value, which by their nature are cross-functional. Examples include the supplier-assembler process, the assembler-distributor-customer process, the marketing-designdevelopment process, the company-shareholder process, and the companygovernment-regulatory process.
