{"id":14860,"date":"2014-07-20T03:10:41","date_gmt":"2014-07-19T17:40:41","guid":{"rendered":"https:\/\/shinkamanagement.com\/introduccion-a-lean-manufacturing\/"},"modified":"2026-01-09T02:14:48","modified_gmt":"2026-01-08T15:44:48","slug":"introduction-to-lean-manufacturing","status":"publish","type":"post","link":"https:\/\/shinkamanagement.com\/es\/introduction-to-lean-manufacturing\/","title":{"rendered":"Introducci\u00f3n al Lean Manufacturing y al Lean Management"},"content":{"rendered":"<div class=\"wpb-content-wrapper\"><p>[vc_row][vc_column][vc_row_inner][vc_column_inner][vc_column_text]<\/p>\n<h1>Introduction to Lean Manufacturing &amp; Lean Management<\/h1>\n<p>[\/vc_column_text]<div class=\"hr-thin style-line\" style=\"width: 100%;border-top-width: 1px;\"><\/div>[\/vc_column_inner][\/vc_row_inner][vc_column_text]<\/p>\n<h2>What is Lean Manufacturing?<\/h2>\n<p>Lean manufacturing and lean production are continuous improvement philosophies synonymous with <strong>Kaizen<\/strong> or Toyota Motor Corporation&#8217;s famous <a href=\"https:\/\/global.toyota\/en\/company\/vision-and-philosophy\/production-system\/\" target=\"_blank\" rel=\"noopener\"><strong>Toyota Production System<\/strong><\/a>. The history of lean management or lean manufacturing is traced back to the early years of Toyota and the development of the Toyota Production System after Japan\u2019s defeat in WWII when the company was looking for a means to compete with the US car industry through developing and implementing a range of low-cost improvements within their business.<\/p>\n<p>In brief, lean manufacturing seeks to implement business processes that achieve high quality, safety and worker morale, whilst reducing cost and shortening lead times. This in itself is not unique to Japan. What sets lean management apart, and makes it particularly effective, is that it has at its core a laser-sharp focus on the elimination of all waste from all processes.<\/p>\n<h2>The Seven Wastes of Lean Manufacturing<\/h2>\n<p>So what do we mean by waste? Here we are referring to any expenditure of resources that doesn\u2019t add value for the customer. In lean manufacturing there are generally considered to be seven types of waste.<\/p>\n<ol>\n<li>Over-production against plan<\/li>\n<li>Waiting time of operators and machines<\/li>\n<li>Unnecessary transportation<\/li>\n<li>Waste in the process itself<\/li>\n<li>Excess stock of material and components<\/li>\n<li>Non value-adding motion<\/li>\n<li>Defects in quality<\/li>\n<\/ol>\n<p>Whilst we discuss these in terms of their origins in the automotive manufacturing industry, this same thinking can apply to almost all industries. These wastes can all be applied, for example, to the preparation and serving of a hamburger, logistics operations or a call center &#8211; this thinking is not limited to manufacturing.<\/p>\n<h2>Labor and Equipment Effectiveness<\/h2>\n<p>We can typically look at the waste within a business process by considering the labour and equipment effectiveness. For example for labour, there\u2019s usually a stark difference between the paid time for a resource and the time that the resource is actually adding value for the customer. We can define this difference through a series of losses.[\/vc_column_text]<div class=\"gap\" style=\"line-height: 20px; height: 20px;\"><\/div>[vc_single_image image=&#8221;15413&#8243; img_size=&#8221;full&#8221; alignment=&#8221;center&#8221;]<div class=\"gap\" style=\"line-height: 20px; height: 20px;\"><\/div>[vc_column_text]Las<strong>p\u00e9rdidas sociales<\/strong>, por ejemplo las debidas a las reuniones, suelen ser responsabilidad de la direcci\u00f3n<\/p>\n<p>La<strong>p\u00e9rdida de utilizaci\u00f3n<\/strong> es generalmente responsabilidad del supervisor, y puede ocurrir si las piezas no est\u00e1n disponibles o la operaci\u00f3n no est\u00e1 preparada para que el operario pueda rendir al m\u00e1ximo.<\/p>\n<p>La<strong>p\u00e9rdida de rendimiento<\/strong> es responsabilidad del operador. Esto incluye no cumplir con los tiempos est\u00e1ndar y no seguir los procedimientos operativos est\u00e1ndar.<\/p>\n<p>La<strong>p\u00e9rdida de m\u00e9todos<\/strong> es responsabilidad de la ingenier\u00eda y la gesti\u00f3n de toda la organizaci\u00f3n. Por ejemplo, si un producto no est\u00e1 dise\u00f1ado para ser fabricado f\u00e1cilmente, esto ser\u00eda responsabilidad del equipo de I+D.<\/p>\n<p>A menudo tambi\u00e9n nos interesamos por la disponibilidad y la eficacia de los equipos que se utilizan.<\/p>\n<p>Las<strong>p\u00e9rdidas del plan<\/strong> se deben a la programaci\u00f3n de equipos que no funcionan<\/p>\n<p>La<strong>p\u00e9rdida de la parada<\/strong> es el resultado de un cambio o una aver\u00eda<\/p>\n<p>La<strong>p\u00e9rdida de velocidad<\/strong> es el resultado de hacer funcionar el equipo por debajo de la velocidad de dise\u00f1o de la m\u00e1quina<\/p>\n<p>La<strong>p\u00e9rdida de<\/strong> calidad se debe a la producci\u00f3n de piezas y materiales defectuosos<\/p>\n<p>El an\u00e1lisis de la eficacia de los equipos es especialmente importante cuando se trata de equipos de alto coste, como en la perforaci\u00f3n, la miner\u00eda o la industria a\u00e9rea. En estos casos, una empresa s\u00f3lo gana dinero o aporta valor cuando su equipo est\u00e1 en funcionamiento.<\/p>\n<h2>Inspecciones sobre el terreno<\/h2>\n<p>En lugar de hablar de la teor\u00eda, veamos un par de ejemplos de la industria. He elegido este primer ejemplo como introducci\u00f3n a dos enfoques fundamentales utilizados en Lean Management, los estudios de tiempo y el muestreo de trabajo. Este ejemplo corresponde a una compa\u00f1\u00eda el\u00e9ctrica australiana y se centra en el proceso de inspecci\u00f3n de activos sobre el terreno. Las empresas de servicios p\u00fablicos, ya sean de electricidad, agua, gas o telecomunicaciones, tienen la responsabilidad de evaluar continuamente el estado de sus activos, y esto es especialmente cierto para las empresas de servicios p\u00fablicos que operan en un entorno regulado. Una compa\u00f1\u00eda el\u00e9ctrica suele tener docenas de inspectores de activos operando sobre el terreno.<\/p>\n<p>La tarea del inspector de activos, en t\u00e9rminos sencillos, es llevar a cabo una serie de inspecciones visuales de un poste y su infraestructura asociada (cables, aisladores,ex, etc.) e informar sobre el estado actual y cualquier anomal\u00eda. Esta tarea conlleva diferentes niveles de complejidad en funci\u00f3n del terreno, la configuraci\u00f3n en la parte superior del poste y los requisitos de informaci\u00f3n, y puede durar entre 5 y 40 minutos para un solo poste.<\/p>\n<h3>Estudios de tiempo<\/h3>\n<p>Los estudios de tiempos y el muestreo de trabajo son importantes herramientas de lean manufacturing que pueden utilizarse para analizar el proceso de inspecci\u00f3n de activos. Los estudios de tiempo implican el an\u00e1lisis de ciclos individuales de un proceso, en este caso la inspecci\u00f3n de un solo polo. Se registra el movimiento del inspector y el desplazamiento de las herramientas y se enumera cada elemento individual (paso) del proceso junto con el tiempo necesario para completarlo.[\/vc_column_text][vc_column_text]Definition of time study, from: Salvendy, G. Handbook of Industrial Engineering, Second Edition, John Wiley &amp; Sons, New York, 1992.<\/p>\n<p>Time studies are used to help us understand:<\/p>\n<ul>\n<li>What elements (steps) exist within the process?<\/li>\n<li>What order are they performed?<\/li>\n<li>Does a standard operating procedure exist, and is it being adhered to?<\/li>\n<li>Is there variability in the way the process is run from cycle to cycle, or between inspectors?<\/li>\n<\/ul>\n<p>We can then use the results of the time study to understand where improvements can be made to reduce the time required for the task and improve consistency. Improvements are found through analysing each element and then working through a process of <strong>eliminate<\/strong>, <strong>combine<\/strong>, <strong>rearrange<\/strong> and <strong>simplify<\/strong>.<\/p>\n<p><strong>Eliminate<\/strong> \u2013 Question whether or not the work or operation can be omitted, and eliminate those which are unnecessary. It is necessary to consider elimination before any other improvements.<\/p>\n<p><strong>Combine and Separate<\/strong> \u2013 For those operations which cannot be eliminated, study the manner in which they should be performed. The study should be done without bias from accepted ideas or prejudice. Attempt to reorganize work in as simple a way as possible. This is combination and separation.<\/p>\n<p><strong>Rearrange and Substitute<\/strong> \u2013 Consider questions such as when to do, in what order, how can work be done easily, etc.<\/p>\n<p><strong>Simplify<\/strong> \u2013 Consider improvements to make each operation simple and easy, to shorten distances, to lessen weight etc.<\/p>\n<p>An example of each in the context of the asset inspection example is given here:<\/p>\n<p><strong>Eliminate<\/strong> \u2013 Remove the need for the inspector to walk around the car to fetch tools, by storing tools on the same side of the car as the inspector.<\/p>\n<p><strong>Combine and Separate<\/strong> \u2013 Merge the tasks of wire inspection by binoculars and photographing top of pole by providing inspector with binoculars that include a camera function.<\/p>\n<p><strong>Rearrange and Substitute<\/strong> \u2013 This can refer to changing the order of the elements or changing the layout of the work area. An example of the later would be to attach lighter tools required for the inspection to the inspector and attach other tools to a board which can be easily attached and detached to the pole (e.g. by use of magnets).<\/p>\n<p><strong>Simplify<\/strong> \u2013 Reduce the time required to upload photos during each inspection by using wireless upload to laptop rather than wired upload.<\/p>\n<p>Through some simple changes and low-cost improvements, its possible to develop a standard layout and procedure that allows the inspector to complete 58% more inspections in the same amount of time.<\/p>\n<p>Time studies are often carried out manually using a stopwatch and clipboard, however increasingly <a href=\"https:\/\/shinkamanagement.com\/time-study-software\/\">time study software<\/a> is being deployed to help increase the speed and accuracy of time studies.<\/p>\n<h3>Standard Work<\/h3>\n<p>Time studies play a role in the development of <a href=\"https:\/\/shinkamanagement.com\/standard-work-toyota-production-system\/\"><strong>standard work<\/strong><\/a>, often defined as <strong>standard operating procedures<\/strong> (SOPs). Standard work plays a critical role in achieving the following:<\/p>\n<ul>\n<li>Determine the capacity of equipment and facilities<\/li>\n<li>Enable effective work scheduling, maximizing output and utilization<\/li>\n<li>Give management data to trace the difference between standard and actual times<\/li>\n<li>Compare the time needed for different work methods<\/li>\n<li>Evaluate the productivity of equipment to be purchased<\/li>\n<li>Facilitate efficient layout of the production floor<\/li>\n<li>Balance work force with the available work<\/li>\n<li>Facilitate accurate cost determination in advance of actual production<\/li>\n<li>Identify and resolve safety and quality issues<\/li>\n<\/ul>\n<h3>Work Sampling<\/h3>\n<p>Work sampling is often used together with time studies. The purpose of work sampling is to understand how an operator uses his or her time during the course of a day\u2019s work. A record of activities is taken at a set interval, for example every minute, and a day is summarised according to time spent performing main tasks, performing auxiliary tasks and idle.<\/p>\n<p>The purpose of work sampling is to help identify how more time can be allowed for performing main (value-adding) tasks as opposed to auxiliary tasks such as setup and shutdown, and tasks that are not work-related.<\/p>\n<p>Although not the main role of work sampling, the mere act of carrying out a work sampling activity can help in identifying a wide range of improvement topics relevant to the task be studied.<\/p>\n<h2>Application of Lean Manufacturing for Dealership Process Improvement<\/h2>\n<p>The second example I\u2019d like to show is for an Automotive Dealership that adopted lean manufacturing practices. This example is based on the Dealership Process Improvement offering that has been implemented in quite a number of countries with the purpose of improving customer experience and dealership productivity.<\/p>\n<p>The typical customer experience in taking one\u2019s car for a service involves dropping the car off at a dealership or mechanic in the morning and picking it up in the evening. As part of the Dealership Process Improvement program, a One Hour Express Service offering can be provided.<\/p>\n<p>During the lecture we looked at an analysis that focuses on movement and tasks performed as part of a standard service. The changes include the move to using two mechanics working in unison, and other improvements that are simple and not capital intensive. The ordering and assignment of tasks allows each mechanic to reduce the amount of walking they do, and the design of the express service trolleys allows for more convenience and less movement away from the work area. The result is that the service can be carried out with two mechanics in under a third of the time it originally took with one mechanic.<\/p>\n<p>Benefits associated with these improvements include<\/p>\n<ul>\n<li>Customer convenience associated with maximum one hour wait time<\/li>\n<li>Standardised process has positive impacts on quality<\/li>\n<li>Better utilisation of space \u2013 a greater number of cars can be serviced without having to increase the number of service bays<\/li>\n<li>The planned approach has many benefits that extend beyond just the service itself<\/li>\n<\/ul>\n<p>The example relates only to the service component, but there are many other aspects to the Dealer Process Improvement offering. These include:<\/p>\n<ul>\n<li>Pro-active customer contact<\/li>\n<li>Customer appointment<\/li>\n<li>Personalised customer reception<\/li>\n<li>Confirming price and delivery time<\/li>\n<li>Customer care (Coffee, showroom tour, etc.)<\/li>\n<li>Workshop scheduling<\/li>\n<li>Parts stocking &amp; Picking<\/li>\n<li>Repair order and processing of quality work<\/li>\n<li>Repair order completion and invoicing<\/li>\n<li>Customer Information and car return<\/li>\n<li>Customer after-service contact<\/li>\n<li>Concern prevention and resolution<\/li>\n<\/ul>\n<p>[\/vc_column_text]<div class=\"gap\" style=\"line-height: 20px; height: 20px;\"><\/div>[vc_column_text]La oferta de mejora de los procesos de los concesionarios se ha personalizado e implantado para un gran n\u00famero de empresas de automoci\u00f3n.<\/p>\n<h2>Conceptos y herramientas de Lean manufacturing<\/h2>\n<p>Estos son s\u00f3lo un par de ejemplos, centrados en el desperdiciomovimientos (6\u00ba en la lista de desperdicioanterior) porque es f\u00e1cil de visualizar. Lean Management y Lean Manufacturing abarcan mucho m\u00e1s. A continuaci\u00f3n se muestran algunos de los conceptos y herramientas m\u00e1s habituales del Lean.[\/vc_column_text][\/vc_column][\/vc_row][vc_row][vc_column width=&#8221;1\/2&#8243;][vc_column_text]<\/p>\n<ul>\n<li>Process Levelling and Flow<\/li>\n<li>Performance Management<\/li>\n<li>Push vs Pull Production<\/li>\n<li><a href=\"https:\/\/shinkamanagement.com\/visualizing-problems\/\">Visual Management<\/a><\/li>\n<li>Standardisation<\/li>\n<li>Target Setting<\/li>\n<li>5S<\/li>\n<li>TPM<\/li>\n<li>SMED<\/li>\n<li>Kanban<\/li>\n<li><a href=\"https:\/\/shinkamanagement.com\/poka-yoke\/\">Poka-yoke<\/a><\/li>\n<li>Just-In-Time<\/li>\n<li><a href=\"https:\/\/shinkamanagement.com\/root-cause-analysis\/\">Root cause analysis<\/a><\/li>\n<\/ul>\n<p>[\/vc_column_text][\/vc_column][vc_column width=&#8221;1\/2&#8243;][vc_column_text][\/vc_column_text][vc_single_image image=&#8221;17173&#8243; img_size=&#8221;medium&#8221; alignment=&#8221;center&#8221;][\/vc_column][\/vc_row][vc_row][vc_column][vc_column_text]However, lean is not so much about using a set of tools to implement spot changes, but more about how to <strong>foster continuous and sustained improvement across companies<\/strong> \u2013 and this is an area that Japanese companies are particularly strong in and an area where much of the English literature available on lean is lacking.<\/p>\n<h3>5S<\/h3>\n<p>5S is a set of practices that is the foundation of a lean company. A simple definition of the five practices follows:<\/p>\n<p><a href=\"https:\/\/shinkamanagement.com\/5s-first-s-seiri-sort\/\"><strong>Seiri (Sort)<\/strong><\/a> &#8211; Identify and separate the necessary, occasionally used and unnecessary items.<\/p>\n<p><a href=\"https:\/\/shinkamanagement.com\/5s-second-s-seiton-set-in-order\/\"><strong>Seiton (Set in Order)<\/strong><\/a> &#8211; Arrange necessary and occasionally used items into clear designated storage positions.<\/p>\n<p><a href=\"https:\/\/shinkamanagement.com\/5s-fourth-s-seiso-shine\/\"><strong>Seiso (Shine)<\/strong><\/a> &#8211; Thoroughly clean the workplace and equipment. Cleaning is an inspection.<\/p>\n<p><a href=\"https:\/\/shinkamanagement.com\/5s-third-s-seiketsu-sparkle\/\"><strong>Seiketsu (Standardise)<\/strong><\/a> &#8211; Visual aids, 5S manuals, 5S audits. Standardise 1-3S.<\/p>\n<p><a href=\"https:\/\/shinkamanagement.com\/5s-fifth-s-shitsuke-sustain\/\"><strong>Shitsuke (Sustain)<\/strong><\/a> &#8211; Practice 5S to the point where it is a natural part of your work.<\/p>\n<p>In Japan there are entire books devoted to the practice of 5S, and different companies have different interpretations and implementations of these practices to suit their own requirements and philosophy. A few visual examples follow:[\/vc_column_text]<div class=\"gap\" style=\"line-height: 20px; height: 20px;\"><\/div><div class=\"gap\" style=\"line-height: 20px; height: 20px;\"><\/div>[vc_single_image image=&#8221;14872&#8243; img_size=&#8221;full&#8221; alignment=&#8221;center&#8221;]<div class=\"gap\" style=\"line-height: 20px; height: 20px;\"><\/div>[vc_column_text]Arriba: El proceso de llevar a cabo simplemente las 2S, es decir, Ordenar y Colocar en su sitio, hace que sea m\u00e1s f\u00e1cil encontrar las herramientas cuando se necesitan, y con menos posibilidades de lesionarse.[\/vc_column_text]<div class=\"gap\" style=\"line-height: 20px; height: 20px;\"><\/div>[vc_single_image image=&#8221;14871&#8243; img_size=&#8221;full&#8221; alignment=&#8221;center&#8221;]<div class=\"gap\" style=\"line-height: 20px; height: 20px;\"><\/div>[vc_column_text]Cuando hay un lugar definido para cada cosa, como en el ejemplo anterior, o cuando se utilizan tableros de sombra, es muy f\u00e1cil entender si falta algo con un solo vistazo. Esto ayuda a evitar paradas para buscar herramientas en un entorno de fabricaci\u00f3n y, en algunos entornos como los hospitales, puede significar la diferencia entre la vida y la muerte en una situaci\u00f3n de emergencia.[\/vc_column_text]<div class=\"gap\" style=\"line-height: 20px; height: 20px;\"><\/div>[vc_single_image image=&#8221;14870&#8243; img_size=&#8221;full&#8221; alignment=&#8221;center&#8221;]<div class=\"gap\" style=\"line-height: 20px; height: 20px;\"><\/div>[vc_column_text]Cuando hay un lugar definido para cada cosa, como en el ejemplo anterior, o cuando se utilizan tableros de sombra, es muy f\u00e1cil entender si falta algo con un solo vistazo. Esto ayuda a evitar paradas para buscar herramientas en un entorno de fabricaci\u00f3n y, en algunos entornos como los hospitales, puede significar la diferencia entre la vida y la muerte en una situaci\u00f3n de emergencia.[\/vc_column_text]<div class=\"gap\" style=\"line-height: 20px; height: 20px;\"><\/div>[vc_single_image image=&#8221;14869&#8243; img_size=&#8221;full&#8221; alignment=&#8221;center&#8221;]<div class=\"gap\" style=\"line-height: 20px; height: 20px;\"><\/div>[vc_column_text]La foto de arriba es de una fundici\u00f3n en Jap\u00f3n, el uso de dise\u00f1os est\u00e1ndar aqu\u00ed ayuda a los gerentes de taller a determinar con un solo vistazo si la producci\u00f3n est\u00e1 adelantada o atrasada. Si no hay productos terminados en la posici\u00f3n donde est\u00e1n las banderas, esto representa una situaci\u00f3n de retraso en la producci\u00f3n.[\/vc_column_text][\/vc_column][\/vc_row][vc_row][vc_column]<div class=\"gap\" style=\"line-height: 20px; height: 20px;\"><\/div>[vc_single_image image=&#8221;14868&#8243; img_size=&#8221;full&#8221; alignment=&#8221;center&#8221;]<div class=\"gap\" style=\"line-height: 20px; height: 20px;\"><\/div>[vc_column_text]Esta instalaci\u00f3n de manipulaci\u00f3n de bobinas de acero cerca de Nagoya representa un buen ejemplo de logro de las 5S. Los resultados de productividad, calidad y seguridad de este entorno de trabajo son importantes. Esto proporciona una base que permite aplicar eficazmente el trabajo est\u00e1ndar, la gesti\u00f3n visual y otros elementos de Lean Management.<\/p>\n<h3>Kanban<\/h3>\n<p>Toyota es una de las mayores empresas del mundo, situ\u00e1ndose en el puesto 14 en t\u00e9rminos de ingresos y con 300.000 empleados en todo el mundo. La empresa fabrica aproximadamente 10 millones de coches al a\u00f1o. Si suponemos que cada coche tiene una media de 30.000 piezas, son 300.000 millones de piezas las que se manejan anualmente en las operaciones globales de Toyota.<\/p>\n<p>Puede resultar sorprendente saber que el sistema de programaci\u00f3n y gesti\u00f3n de inventarios que est\u00e1 en el centro de estas operaciones no es un complejo sistema de planificaci\u00f3n de recursos empresariales, sino un concepto extraordinariamente sencillo: el de la tarjeta Kanban. Aqu\u00ed hay una lecci\u00f3n para el futuro CIO o CTO de que la mejor soluci\u00f3n para manejar la complejidad no siempre va a ser un sistema de informaci\u00f3n de vanguardia de alto costo. Al considerar primero el proceso y luego el sistema, Toyota pudo identificar esta herramienta como una soluci\u00f3n adecuada para ayudar a gestionar su cadena de suministro.[\/vc_column_text]<div class=\"gap\" style=\"line-height: 20px; height: 20px;\"><\/div>[vc_single_image image=&#8221;14865&#8243; img_size=&#8221;large&#8221; alignment=&#8221;center&#8221;]<div class=\"gap\" style=\"line-height: 20px; height: 20px;\"><\/div>[vc_column_text]El uso del kanban se rige por una serie de reglas sencillas. Las reglas del kanban son las siguientes:<\/p>\n<ol>\n<li>Saque el kanban del contenedor cuando utilice la primera parte<\/li>\n<li>El siguiente proceso recibe el kanban del proceso anterior<\/li>\n<li>Produzca s\u00f3lo el producto y el volumen especificados en el kanban activado<\/li>\n<li>No produzca nada sin un kanban<\/li>\n<li>Transportar siempre el producto con un kanban<\/li>\n<li>No utilice nada que no tenga un kanban adjunto<\/li>\n<\/ol>\n<p>Aunque el concepto es sencillo, el uso de Kanban no es recomendable para la mayor\u00eda de las empresas. La correcta implantaci\u00f3n del Kanban requiere una disciplina estricta para ser eficaz, y sin una buena base de 5S y otros fundamentos Lean, la implantaci\u00f3n del Kanban est\u00e1 destinada al fracaso. Algunas de las mejores empresas lean de Jap\u00f3n, como Rinnai, esperaron 10 a\u00f1os tras iniciar su Transformaci\u00f3n Lean antes de plantearse el uso del Kanban: sin los fundamentos y la cultura lean correctamente establecidos, un sistema Kanban puede ser perjudicial.<\/p>\n<h2>Empresas Lean Manufacturing de \u00e9xito<\/h2>\n<p>Aqu\u00ed tienes un resumen de los rasgos distintivos de las empresas que est\u00e1n teniendo \u00e9xito con la <a href=\"https:\/\/shinkamanagement.com\/es\/lean-implementation-multiple-sites\/\">implantaci\u00f3n del Lean<\/a>. Estos se\u00f1alan que el rol de la persona que est\u00e1 en la cima de la empresa es de suma importancia para desarrollar y fomentar una cultura de lean manufacturing.[\/vc_column_text][vc_column_text]As our own <a title=\"My New Lean Benchmark\" href=\"https:\/\/shinkamanagement.com\/my-new-lean-benchmark\/\">benchmark for a successful lean company<\/a>, we keep turning back to <a href=\"https:\/\/www.rinnai.us\/\" target=\"_blank\" rel=\"noopener\">Rinnai<\/a> under the leadership of the late Chairman Susumu Naito. The company\u2019s motto is \u201cQuality is our Destiny\u201d and even in his late 80&#8217;s, Chairman Naito continued to spend time on the shop floor every day together with his employees in a never-ending push towards perfection.<\/p>\n<h2>Agile Management<\/h2>\n<p>Related topics worth being aware of are that of <strong>agile management<\/strong> and <strong>agile software development<\/strong>.\u00a0Richard Durnall, Chief Technology Officer for <a href=\"https:\/\/www.rea-group.com\/\" target=\"_blank\" rel=\"noopener\"><strong>REA Group<\/strong><\/a>, credits lean thinking and agile management for much of REA Group&#8217;s success over recent years.[\/vc_column_text]<div class=\"gap\" style=\"line-height: 20px; height: 20px;\"><\/div>[vc_single_image image=&#8221;14867&#8243; img_size=&#8221;full&#8221; alignment=&#8221;center&#8221;]<div class=\"gap\" style=\"line-height: 20px; height: 20px;\"><\/div>[vc_column_text]Entre otras ventajas, lean y agile ayudan al Staff del Grupo REA a colaborar m\u00e1s eficazmente y a acortar los plazos de lanzamiento de nuevos servicios y funciones para sus clientes.[\/vc_column_text]<div class=\"gap\" style=\"line-height: 20px; height: 20px;\"><\/div>[vc_single_image image=&#8221;14866&#8243; img_size=&#8221;full&#8221; alignment=&#8221;center&#8221;]<div class=\"gap\" style=\"line-height: 20px; height: 20px;\"><\/div>[vc_column_text]<\/p>\n<h2>Puntos Clave<\/h2>\n<p>En resumen, algunos de los puntos clave de esta sesi\u00f3n, especialmente para los aspirantes a CIO o CTO, son los siguientes.<\/p>\n<ul>\n<li>Lean manufacturing \/ lean management no es un proyecto, es una cultura<\/li>\n<li>The philosophy of lean manufacturing is that of continuous improvement through eliminating waste<\/li>\n<li>Las normas permiten el proceso de mejora<\/li>\n<li>lalean manufacturing nos aleja de apagar incendios y nos lleva a una disciplina de trabajo en la empresa<\/li>\n<li>Recuerde: el proceso antes que el sistema<\/li>\n<\/ul>\n<p>[\/vc_column_text]<div class=\"gap\" style=\"line-height: 20px; height: 20px;\"><\/div>[vc_column_text css=&#8221;.vc_custom_1695774799776{margin-bottom: 20px !important;padding-top: 20px !important;padding-right: 20px !important;padding-bottom: 20px !important;padding-left: 20px !important;background-color: #f9f9f9 !important;}&#8221;]This summary is a partial transcript of a guest lecture on lean manufacturing culture given at <strong>Carnegie Mellon University Australia<\/strong>. The lecture was delivered by Paul Smith as an <strong>Introduction to Lean Manufacturing<\/strong> for students undertaking the Master of Science in Information Technology course. The talk focuses on removing waste from business processes to improve productivity, quality and safety, and includes insights from the <a title=\"Lean Training \u2013 Kaizen Training\" href=\"https:\/\/shinkamanagement.com\/lean-training\/\">kaizen training<\/a> and <a title=\"Lean Japan Tour\" href=\"https:\/\/shinkamanagement.com\/lean-training\/lean-tour\/\">lean tours<\/a> that Shinka Management runs in Japan.<\/p>\n<p>As part of the lecture a discussion was held on the <strong>relevance of lean to the role of the CIO<\/strong>. As the most senior executive in an enterprise responsible for the information technology and systems, the CIO often plays a central role in business transformation projects. An understanding of the fundamentals of lean is relevant in this role, as more and more we are seeing business transformation projects being labeled as lean or agile. These projects often miss the point that lean is a culture that is developed over years, not a one-off undertaking.[\/vc_column_text][vc_column_text css=&#8221;.vc_custom_1619507667653{margin-top: 20px !important;margin-bottom: 20px !important;padding-top: 20px !important;padding-right: 20px !important;padding-bottom: 20px !important;padding-left: 20px !important;background-color: #f9f9f9 !important;}&#8221;]<\/p>\n<div class=\"vc_row wpb_row vc_row-fluid dt-default\">\n<div class=\"wpb_column vc_column_container vc_col-sm-12\">\n<div class=\"vc_column-inner\">\n<div class=\"wpb_wrapper\">\n<div class=\"wpb_text_column wpb_content_element vc_custom_1599183969136\">\n<div class=\"wpb_wrapper\">\n<p><a href=\"https:\/\/shinkamanagement.com\/es\/paul-smith-director\/\"><strong>Paul Smith<\/strong><\/a> es director de <a href=\"https:\/\/shinkamanagement.com\/es\/lean-consulting\/\">la empresa consultora lean<\/a> <strong>Shinka Management<\/strong>, centrada en la implantaci\u00f3n de lean manufacturing y la <a href=\"https:\/\/shinkamanagement.com\/es\/lean-training\/\">formaci\u00f3n lean<\/a>. Shinka Management atiende a clientes en m\u00e1s de 60 pa\u00edses. Paul complet\u00f3 sus estudios de ingenier\u00eda con un m\u00e1ster y un doctorado en la Universidad de Kioto, y ha recibido formaci\u00f3n en Lean manufacturing de algunos de los profesionales m\u00e1s notables de la fabricaci\u00f3n ajustada de Jap\u00f3n, entre ellos ex directores de f\u00e1brica de Toyota.<\/p>\n<p>Paul imparte cursos de formaci\u00f3n Lean con Shinka Management y participa regularmente en el <a title=\"Tour de Estudio a Jap\u00f3n\" href=\"https:\/\/shinkamanagement.com\/es\/lean-training\/lean-tour\/\">Lean Japan Tour<\/a> de Shinka Management.<\/p>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<p>[\/vc_column_text][\/vc_column][\/vc_row]<\/p>\n<\/div>","protected":false},"excerpt":{"rendered":"<p>lean es una filosof\u00eda de mejora continua que es sin\u00f3nimo de Kaizen o del Sistema de Producci\u00f3n Toyota. La historia del Lean Management o lean manufacturing se remonta a los primeros a\u00f1os de Toyota y al desarrollo del Sistema de Producci\u00f3n Toyota tras la derrota de Jap\u00f3n en la Segunda Guerra Mundial, cuando la empresa buscaba un medio para competir con la industria automovil\u00edstica estadounidense mediante el desarrollo y la aplicaci\u00f3n de una serie de mejoras de bajo coste en su negocio.<\/p>\n","protected":false},"author":4,"featured_media":29057,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[99],"tags":[],"class_list":["post-14860","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-blog","category-99","description-off"],"_links":{"self":[{"href":"https:\/\/shinkamanagement.com\/es\/wp-json\/wp\/v2\/posts\/14860","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/shinkamanagement.com\/es\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/shinkamanagement.com\/es\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/shinkamanagement.com\/es\/wp-json\/wp\/v2\/users\/4"}],"replies":[{"embeddable":true,"href":"https:\/\/shinkamanagement.com\/es\/wp-json\/wp\/v2\/comments?post=14860"}],"version-history":[{"count":20,"href":"https:\/\/shinkamanagement.com\/es\/wp-json\/wp\/v2\/posts\/14860\/revisions"}],"predecessor-version":[{"id":56998,"href":"https:\/\/shinkamanagement.com\/es\/wp-json\/wp\/v2\/posts\/14860\/revisions\/56998"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/shinkamanagement.com\/es\/wp-json\/wp\/v2\/media\/29057"}],"wp:attachment":[{"href":"https:\/\/shinkamanagement.com\/es\/wp-json\/wp\/v2\/media?parent=14860"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/shinkamanagement.com\/es\/wp-json\/wp\/v2\/categories?post=14860"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/shinkamanagement.com\/es\/wp-json\/wp\/v2\/tags?post=14860"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}