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1、3097ch01framePage1Thursday,January17,20028:30AMIINTRODUCTIONTOLEANPERFORMANCECopyright©2002PerformanceImprovementConsulting,Inc.3097ch01framePage3Thursday,January17,20028:30AM1FOUNDATIONSOFLEANPERFORMANCETHEORGANIZATIONALCONSEQUENCESOFMASSPRODUCTIONArigidmassproductionsystemleadstoah
2、ighlystructured,centralized,andinflexiblecommandandcontrolmanagementsystem.Themanagementhierarchyinamassproductionenvironmentisgenerallyseverallevelsdeep.Approvalsforchangeshavetoflowupanddownthischainofcommand.Departmentalboundaries,notprocessrequirements,determinewhereprocessesinitia
3、teandterminate,resultinginprocessesbeingchoppedintoinefficientsubprocesses.Examplesofthisphenomenonfoundinmostmassproductionenvironmentsincludetheprocessesofmainte-nance,quality,procurement,designandengineering,customerservice,scheduling,shipping,andinvoicing,allofwhichsnaketheirwayth
4、roughdepartmentafterdepartment,in-basketafterin-basket,paperqueueafterpaperqueue,untiltheyarehandedofftocompletion.Whileallofthisisgoingon,orders,projects,purchases,anddeliveriesarebeingexpedited,requiringvarioussearchmissionsforpapers,negotiationsforpriority,andtheoccasionalcompromi
5、se.Managersinthemassproductionenvironmentareusuallymoreconcernedwiththeirdepartmentalobjectivesthanwithorganizationalobjectiveswhichresultsinthedissipationofenergyandresourcesasdepartmentalobjectivesareachievedattheexpenseoforga-nizationalobjectives.Whenrigidproductionsystemsinthemas
6、senvironmentgrowintostaticorganizationstructuresandmanagementsystems,theresultingemphasisplacedonmaintainingthestatusquochokesoffinnovation.Competitive,low-bidpurchasingsystemsleadtoadversarialrelationswithsuppliersthatvirtuallyeliminatetheincentivetoimproveanything,exceptcost.Custom
7、erCopyright©2002PerformanceImprovementConsulting,Inc.3097ch01framePage4Thursday,January17,20028:30AMserviceisasecondaryconsideration,limitedtofulfillingcontractsandwarranties.Customerserviceusuallydoesnotemployanymechanismbeyondthestatedgoalofdesiringorseekingcustomerfeedbackontheirne
8、eds,producti
