By Rene Goscinny, Albert Uderzo
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Work design centers on creating work procedures and environments that support efficient execution of tasks and smooth throughput of work by focusing on the difficulty of tasks, job stress, and employee satisfaction. † Demand management is the practice of matching available capacity to a prioritized backlog of work to support an even flow of attainable work. See Chapter 5. 36 • Lean IT: Enabling and Sustaining Your Lean Transformation The Power of the Three Ms The three Ms bring a comprehensive perspective to waste reduction and reinforce a cycle of continuous improvement.
Companies that fail to anchor their continuous improvement efforts with principles rather than tools may experience short-term localized results, but will not achieve the broad acceptance needed for sustained improvement. The Shingo Prize for Operational Excellence* emphasizes this primacy of principles over tools: As organizations begin a Lean transformation, it is usually at the Tools & Techniques level in specific areas of the organization. Ideally, the Lean journey then proceeds to the Systems level, creating a more integrated and sustained improvement model.
See Beau Keyte and Drew Locher, The complete Lean enterprise: Value stream mapping for administrative and office processes (New York: Productivity Press, 2004); and Mike Rother and John Shook, Learning to see (Cambridge, MA: Lean Enterprise Institute, 1999). † See Masaaki Imai, Kaizen: The key to Japan’s competitive success (New York: McGraw-Hill, 1986). 9 Kaizen types Kaizen Events, Projects and Daily Improvement The duration of kaizen activity ranges from a few minutes to several months. The degree of rigor and formality varies with the nature of the undertaking.