Lean Processes Fundamentals

The 10 Rules by Mark DeLuzio

Presented To: Presented By:

The Lean Process Development Summit Mark DeLuzio
Via ZOOM President & CEO
November 2nd, 2020 Lean Horizons Consulting, LLC
 Process
Defined
A systematic series of
activities directed towards
causing an end result such
that one or more inputs will
be acted upon to create one
or more outputs.

Applies to products, services,

information, etc.

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 Rule #1
If a process is not documented,
it is not a process. Poor quality
and customer service, variation,
and high costs WILL be the end
result.

Lean Considerations: 3

Value Stream Mapping, Process Mapping, Standard Work Documentation, Job Instructions, Process at a Glance, etc.
 Rule #2
All processes, whether they be
product, administrative, or
informational should have the
framework to be displayed
visually.

Lean Considerations:
Visual Management, U-Shaped Cells, GEMBA Boards, Value Stream Mapping, Process Mapping, Flow Charts, etc. 4
 Rule #3
Each process step should have
detailed job instructions, with
assigned roles and
responsibilities, developed in
collaboration with front-line
associates. When possible, visual
documentation is preferred over
written.

Lean Considerations:
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Training Within Industries (TWI).
 Rule #4
All associates need to be
properly trained on the process,
with periodic refresher training
to assure compliance with SOPs.

Lean Considerations:
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Kaizen Events, TWI
 Rule #5
Throughout the process, all
movement of a product,
document, or information
should have a clear, direct path
with no ambiguities.

Lean Considerations:
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Standard Work
 Rule #6
Assure the quality of the product
or service before passing it on to
the next process/customer.

Lean Considerations:
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Poka Yoke, Jidoka, One-Piece Flow
 Rule #7
WAITING waste is perhaps the
most detrimental waste in a
process which can have many
root causes, such as poor
quality, batch & queue
operations, improper loading of
equipment/operators to TAKT
Time, etc.

Lean Considerations:
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FLOW First, PULL where you can’t, NEVER PUSH!!!
 Rule #8
Processes need to be evolved
through rigorous application of
Kaizen.

Lean Considerations:
70% of Kaizen should be directed at Strategic Deployment imperatives, and 30% towards Daily Management 10
 Rule #9
Key Performance Indicators
(KPIs) should be developed to
track the following:
• Adherence to the process
• Process outcomes

Lean Considerations:
Know the difference between:
• Leading Indicator: A predictive measurement (ex: The % of people wearing PPE in a factory is a leading safety indicator.)
• Lagging Indicator: An output measurement (ex: The number of safety accidents in a factory is a lagging safety indicator.) 11
 Rule #10
Apply the Deming Cycle (PDCA)
to continually monitor and
correct deviations from the
process.

Lean Considerations:
Be judicious in selecting which processes to improve. 12
Root Cause Countermeasures (A3), CEDAC, 5 Whys?, other problem solving approaches as needed.
 Closing Thought #1

Principles & Values without a

supporting process are merely
slogans.

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 Closing Thought #2

You are perfectly engineered to

get the results you have already
gotten. Want to change the
results? CHANGE THE PROCESS!

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Closing Thought #3

Toyota gets BRILLIANT results

with ORDINARY people running
BRILLIANT processes.

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Thank You!
+1.860.234.0915 (mobile)
mark.deluzio@leanhorizons.com

linkedin.com/in/markdeluzio
http://www.leanhorizons.com/
http://www.markdeluzio.com/

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