Lean Dynamics – Frequently Asked Questions

 

Q.  How is Lean Dynamics Different?

 

A.  Many of today’s business improvement tools and techniques seek to correct a specific problem or

cost drivers like incomplete information, bloated inventories, or extra processing steps.  Organizations that are “going lean” particularly face this hazard; once individuals have been trained to uncover hidden “wastes”, they’ll naturally try to get as much out as possible.  But succeeding at this requires first understanding their dynamic conditions—the changing conditions that drove these wastes to accumulate, and will likely cause them to return.  

 

Rather than chasing visible problems, lean dynamics is a set of principles and techniques that address the underlying disconnects across operations, decision-making, information, and creating innovation—the root causes for this waste. By putting in place an underlying structure for doing so, companies and government agencies can eliminate many of their cost drivers while creating the means for pursuing new, dynamic strategies for creating value.

 

Q.  Who Uses Lean Dynamics?

 

A.  Today’s most recognized business leaders have been shown to achieve sustainable, measurable

excellence using the principles and practices of lean dynamics.

 

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Q.  What is the Basis for Lean Dynamics ?

 

A.  The concept of lean dynamics was introduced by author Stephen A. Ruffa in the book, Going Lean:  

How the Best Companies Apply Lean Manufacturing Principles to Shatter Uncertainty, Drive Innovation, and Maximize Profits (AMACOM, 2008).  It describes its principles founded on the demonstrated successes of firms like Toyota, Southwest Airlines, and Wal-Mart, and its academic basis in the works of great business thinkers from W. Edwards Deming, Peter Drucker, and Genichi Taguchi, to Michael Hammer, Peter Senge, Jack Welch, Alfred Sloan, and many others.

 

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Q.  Our company has already invested in major business improvements.  Can we still apply lean dynamics?

 

A.  YES!  A key benefit of lean dynamics is that it does not replace a company’s business improvement

instead, it offers the overarching framework for more successfully implementing these within the realities of today’s challenging business circumstances.

 

Using lean dynamics, tools like lean manufacturing, Six Sigma, Theory of Constraints, ERP, and others can together support an overarching strategy for creating sustained excellence—enabling firms to transform turmoil into opportunities for advancing their competitive edge.

 

 

 

Send your specific questions about Going Lean to: contact@goinglean.net

 

 

 

 

 

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