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Lean: studying and learning


Ensuring the success of the attitudes lean is not only the search for add value, reduce costs and increase productivity, but the great secret of success of lean is the constant search for perfection at work, a work of high professional competence held not by perfectionism or mania or by obligation. The former President of Toyota in the United States, Fujio Cho, said that good processes deliver excellent results.  To paraphrase him, the care process in small details ensures the quality.

Taiichi Ohno in your book Toyota Production System – in addition to describing the large-scale production, states that there is no effectiveness if there are cost reduction, i.e. get the effectiveness and even the efficiency, also brings as a consequence the reduction of waste, increase productivity and should be reflected in the cost. To achieve an attitude of continuous improvement, we need to think about focusing on possibilities, use appropriate analysis techniques, give credit to experience “reinvents”- mistakes and successes passed-study the details and propose sustainable solutions. I.e. do a true Neumawashi-principle 14, Liker: make decisions slowly by consensus, thoroughly considering all options; implement decisions rapidly.

Crosby also, when he says it’s possible to get quality without tears, no trauma, refers to do well the work of everyday life and so avoid rework, scrap, unnecessary costs and tears.
But one should not think that “do it right the first time”, another mention of Crosby, does not imply that it cannot be improved next time, since the possibilities are continuously renewed and the improvement must be continuous.

Because of this, the lean realized in STP teaches us attitudes and not simply words, such as kaizen, kanban, … take a chance to revisit every time each part of the operation and of our own attitudes to pursue excellence at work.

We must not forget that we need to take care of the details, the little details, if we want excellence in operations. If we think for example the classification of Formula 1 cars, or in your pit stop, the search is for improving performance in hundredths of a second to win the race, to be in front, be competitive, achieve the best results; and this is only achieved when we look at the little details and we take care of them.

Another real example of lean I saw recently was the care in every detail of every part of a production line that uses autonomation to gain seconds and increase by up to 30% of this production line. It’s up to reinforce that this line already had a good performance even when compared with your respective benchmark in Europe.

Do you have other examples of lean that illustrate this idea in search for excellence in operations? Share with us and we can publish.