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1、3097ch01framePage1Thursday,January17,20028:30AMIINTRODUCTIONTOLEANPERFORMANCECopyright?2002PerformanceImprovementConsulting,Inc.3097ch01framePage3Thursday,January17,20028:30AM1FOUNDATIONSOFLEANPERFORMANCETHEORGANIZATIONALCONSEQUENCESOFMASSPRODUCTIONArigidmassproductionsystemleadstoah

2、ighlystructured,centralized,andin?exiblecommandandcontrolmanagementsystem.Themanagementhierarchyinamassproductionenvironmentisgenerallyseverallevelsdeep.Approvalsforchangeshaveto?owupanddownthischainofcommand.Departmentalboundaries,notprocessrequirements,determinewhereprocessesinitia

3、teandterminate,resultinginprocessesbeingchoppedintoinef?cientsubprocesses.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,limitedtoful?llingcontractsandwarranties.Customerserviceusuallydoesnotemployanymechanismbeyondthestatedgoalofdesiringorseekingcustomerfeedbackontheirne

8、eds,producti