By Morris, Rene Goscinny
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Good leaders tap into this inexhaustible resource by mentoring, coaching, and collaborating with their associates, seeking their opinions and respecting differing points of view. Lean transformation requires the input, support, and active participation of everyone in the organization. Lean organizations cultivate collaborative problem solving where people become scientific thinkers, learning from successes as well as failing forward from mistakes and setbacks. Questioning the way we’ve always done it is not only accepted, but also respected and positively acknowledged.
Although there are many different formats for an A3, the specific form design is not important—but the disciplined A3 thinking process is. For an example of an A3, see Appendix D. 7), which provides a detailed view of the tasks and decisions contained in a specific process. While process mapping is very effective at providing a detailed step-by-step view of a specific procedure, it does not attempt to capture information about flow, elapsed time, cost, or quality at the value stream level. Value stream mapping visually depicts the flow of information, materials, and work across functional silos with an emphasis on quantifying wastes, including time and quality.
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. Eventually all employees throughout all business processes develop a deeper understanding of principles (the * In 1988, the Shingo Prize for Operational Excellence was established to acknowledge Shigeo Shingo’s contribution to continuous improvement, promote awareness of Lean concepts, and recognize companies that achieve world-class status in Lean manufacturing and business processes.