Compare these two equations. Yikes, what a difference! The finiteness of Lean and the infinite nature of Toyota’s production system. This is not a simple “apples-to-oranges” comparison. The two equations illustrate incomparables — a moped (Lean) to a jet airplane (Toyota production system); grass to a sequoia tree; an ant to an eagle; Earth to the vast universe.
If one dares to face reality, it is obvious that Lean long ago became synonymous with the seven most popular “Lean tools” — value stream maps, A3 reports, 5S, gemba walks, PDCA, visual boards, and kata — not Toyota production system. We know that these Lean tools exist in virtually all organizations as little more than additions to an already overflowing problem-solving toolbox. As such, “Lean tools” have been co-opted for routine problem solving in classically managed organizations, not to create a new system of progressive management.
Lean tools do not build anything of significance. Nor do they, when used in the context of classical management, develop people to any great extent. But if all that is desired is to supplement the existing classical management tool box with Lean tools, then okay. If used properly, they will solve some problems better than other tools, improve some people’s problem-solving skills a bit, and provide some marginal gains to the company.
But, if the goal is to transition out of classical management and build a new system of progressive management, then the method you must focus on is genba kaizen — specifically Toyota-style kaizen, because it is so effective at developing people’s curiosity and creative potential. It requires dedication to the daily practice of kaizen because kaizen is infinite; it never ends.
Genba kaizen is the art of discovery and learning. Lean tools are not that.
When used in the context of genba kaizen, the various related methods and tools help build a new management system bit by bit over time. Genba kaizen is the foundation upon which a modern progressive system of management is built. It is better than any other method to develop people at all levels of an organization and continuously produce better business results compared to one’s competitors.
The two equations say it all.