Ever felt like your MBA day is packed with too many tasks but not enough results? That’s precisely where lean thinking comes in.
Lean isn’t just for factories or operations managers—it’s a mindset every MBA student and future leader can apply. It’s about cutting out the waste in your work, focusing only on what truly adds value, and making your MBA journey and professional workflow smoother. Explore More: https://ternagbs.in/
Declutter Processes—Eliminate repetitive steps and focus only on actions that create impact. Time Efficiency—Prioritize tasks using the 80/20 rule (Pareto Principle). Continuous Improvement – Don’t aim for perfection; aim for better every day. Customer Focus – Always ask: Is this task adding value for the end-user? Smart Problem-Solving – Use data-driven decisions instead of assumptions.
“Lean Thinking: Banish Waste and Create Wealth in Your Corporation” is a book written by James P. Womack and Daniel T. Jones. James P. Womack is a renowned management expert and the founder of the Lean Enterprise Institute. Daniel T. Jones is a leading expert on lean production and the co-author of several books on the subject.
The book provides an in-depth look at the principles and practices of lean thinking, which is a management philosophy that aims to eliminate waste and create value for customers. The authors argue that traditional mass production methods are no longer effective in today’s fast-paced, competitive business environment, and that companies must adopt a lean approach in order to remain competitive.
The book is divided into three parts: the first part explains the principles of lean thinking, the second part provides practical examples of how lean thinking can be applied in different industries, and the third part offers guidance on how to implement lean thinking in an organization.
Go to operationsinsider.com to read the full summary including the key takeaways of this book.
“I say an hour lost at a bottleneck is an hour out of the entire system. I say an hour saved at a non-bottleneck is worthless. Bottlenecks govern both throughput and inventory.” - Eliyahu M. Goldratt
Blockage of the Suez Canal last month showed the importance of managing the bottlenecks in any process. The blockage had lead to queuing of at least 369 ships that prevented an estimated $9.6 billion worth of trade.
Bottlenecks prevent the organization from making progress towards its goal. It leads to a loss in production, large accumulations of work-in-process, fall in employee morale, and loss of customers.
So it is necessary to focus on improving and managing the bottlenecks that stand in the way of achieving a goal.
Продолжаем
анализировать огромный массив информации, полученный на образовательном
интенсиве Остров 10-22, пропуская через призму @leanlabnsk
Лекция
Анны Дементьевой (программного директора Института поддержки стартапов xEdu) «Будущее
образовательных технологий».
Основные
тренды будущих образовательных технологий:
-
огромное внимание к навыкам будущего;
-
развитие экосистемы (ничто не
появляется из ниоткуда и не исчезает в никуда). Здесь мы не можем не отослать к
нашей лаборатории (http://fb-nstu.ru/leanlab)
и к бизнес-инкубатору «Гараж» (http://www.sbigarage.ru);
- экосистемное мышление всех участников
образовательного процесса. «Польза ко-дизайна заключается в том, что изучаются
предпринимательские навыки: повышается ценность образовательного продукта,
потому как он развивается вместе с пользователем. Вместо того, чтобы нанимать
консультантов, участники экосистемы сами включаются в разработку продукта. В
проекте ко-дизайна технологии исходят из настоящих потребностей: кадры,
мотивация персонала, подготовка тьюторов и так далее. Все совместные идеи можно
сохранить и разослать вовлеченным в процесс «строительства» вуза людям»;
Last week, Isman Tanuri from @elisanpartners, visited @samericanschool to provide our Tech & Innovation team a workshop on Agile. He discussed the fundamentals of the Agile mindset and Agile ways of working, how Agile helps orgs make more effective decisions, increase productivity and optimise workflows, and empathize with all stakeholders.
According to their website, the key benefits of Agile are:
-Make better and more effective decisions in complicated and volatile environment
-Build dynamic teams and develop motivated and inspired employees
-Increase trust and mutual respect
-Increase overall productivity and process efficiencies
-Produce quality work, on time and on budget
-Enhanced team and interpersonal communications
-Develop responsive, adaptable and resilient teams and employees
Before Amazon developers write a single line of code, they have to write the hypothetical product’s press release and FAQ announcement.
Amazon uses this “working backwards” approach because it forces the team to get the most difficult discussions out of the way early, Jassy says. They need to fully understand what the product’s value proposition will be and how it will be pitched to customers. If the team can’t come up with a compelling press release, the product probably isn’t worth making.
With the experiences of sitting in my father’s medicine store for hours and hours I had gained another experience, interestingly when did not have need to sit there regularly, experience of thinking how can we do more for our customers.
The store is situated in a good position of the town, but most of the customers do not belongs to urban area, they usually from villages. And among the customers, substantial portion come from the direction of the national highway which passes through my father’s village along with connecting the town.
From a distant village, someone is suddenly feeling pain in his stomach and travel to an urban medicine store this is not the case. They simply go to the the small medicine stores, in many cases which are blended with grocery, take their medications with free recommendation from the stores. These storekeepers are one of substantial customers of my father. I thought with my Lean enthusiasm, the very way we could help their problem is setting a outlet of our store beside the highway, positioning the distance of 5 km from main store which is convenient to the villagers and which would only carries minimum inventory to confront daily demands. May be needless to say, the kind of retail customers the small village stores have, a big town store is also accompanied by this type customers who just want one piece tablet to one strap medicine for the short term urgency like fever or acidity.
But there were other kind of customers too: they go to the doctor, get prescribed and come here, usually in the way returning home, to get the exact medicine they want. Another type of customers are relatives of patient who are admitted to hospitals. They choose a medicine shop mostly with their preserved trust for the store which is built by public image of consistent service giving.
There are another distinct kind of customers who are close to the “just want one piece to one strap medicine for the short term urgency like fever or acidity” type in terms of the frequency of their coming, but very different in terms of duration of their medications. In many cases they have to take medicine for long times. A large portion of the people who need this type medications are older, they have to come out from home with the help of others, may be for a simple checkup, for a slight advice of a modification of dosage, and to take medicines from the stores. This is not so smooth as I have written the sentence, sometimes the one minute could take hours, sometimes there are no authentic doctors available to evaluate the condition, sometimes there are no one to accompany their vulnerable commutes.
What Lean principles tell us to solve customers’ problems—
Solve my problem completely
Don’t waste my time
Provide what exactly I need
Exactly where I need
Exactly when I need
This ‘I’ is customer. The broad range of the simply articulated problems (other name of opportunity) for customers may seem an infinite challenge and it is infinite. Who wish to lead this service giving industry has to take this infinite in their side.
Let me quote from one prominent strategist,
“the game of business is an infinite game. The concept of business has existed longer than every single company that exist right now it’ll exist long after all the companies that exist right now go away. The funny thing of the business I the number of companies that are playing finite, they’re playing to win, they’re playing to be the best, they are to beat their playing to beat the quarter or year and they are always frustrated by that company that has an amazing vision, a long term vision, that drive them crazy over the long term that player will always win and the other player will run out of resources or will. And they’ll either go out of business or…”
Read Sourov Kabir’s another feedback on the medicine business here. Read 13 Principles of TPS/Lean product development system here.
We were amazed by @fastcapllc implementation of Lean Thinking! Awesome people constantly looking for ways to improve! We are so grateful to have been given the opportunity to visit…
