By: Paco Estrada 

Technical Review: Sergio Niyama 

  

As a Lean consultant at Honsha, I have often been asked to define what Lean is. 

Although it may seem simple, the question “What is Lean?” can have very different answers. A common perspective is to think of Lean (or Lean Management / Lean Manufacturing) as the application of the principles of the Toyota Production System (TPS) to any organization and work environment. 

This description is historically accurate, as Lean is essentially the global dissemination of Toyota Production System TPS principles, which are based on two core pillars: 

Just in Time (JIT) – producing only what is needed, in the required quantity, and at the right time; 

Jidoka – the ability to immediately stop the process when an abnormality is detected, 

ensuring that quality is built into the process. 

While I believe this is a correct definition, it may not be very useful for those unfamiliar with TPS and may not clearly resonate with organizations 

that view their challenges as very different from those of a global automotive manufacturer. 

Regardless of how we try to describe Lean, some key concepts frequently emerge, such as efficiency, continuous improvement, waste reduction, 

standardization, culture, and even philosophy. 

Some time ago, I came across a definition of Lean shared by Pascal Dennis, which I have relied on over the years. It states: 

“Lean is a management system that involves all employees in eliminating waste to reduce the total time of a process.” 

I particularly like this definition, especially for what it does not say. 

First, it refers to a system. A management, production, or operations system cannot be merely a set of tools. Believing that simply adopting Lean tools—such as PDCA, 5S, or Kanban—automatically makes an organization Lean is similar to believing that owning high-quality kitchen utensils and an excellent oven automatically turns someone into a world-class chef. As in cooking, true excellence requires a deep understanding of principles, not just mastery of tools. 

Successful Lean organizations use TPS/Lean tools as a natural extension of their understanding of the system, supporting the achievement and sustainability of business results. 

The expression “all employees” may seem simple, but it deeply challenges leaders to find effective ways to
engage everyone and make the Lean transformation attractive and desirable to the majority.
This is a process grounded in respect, which prioritizes people over tasks as an essential ingredient for the long-term success of a Lean organization. 

This focus represents the second fundamental pillar of TPS: respect for people. 

Respect is demonstrated through active involvement, psychological safety to point out problems, and continuous investment in developing each employee’s ability to improve their own work. 

As expressed in the moral of Aesop’s fable: “When the well-being of the goose is prioritized, the golden eggs naturally follow.” 

Waste elimination refers to one or more of the seven wastes defined by Taiichi Ohno. For this to happen consistently, all employees must be trained to identify waste and actively participate in its elimination, with leadership providing example and support. 

It is essential to understand that the sustainable elimination of Muda (waste) requires focusing on its root causes: Mura (unevenness) and Muri (overburden). 

Mura refers to inconsistency or irregularity in operations or workload, which often leads
to inventory and waiting. 

Muri refers to excessive demands placed on people and equipment, often caused by Mura, leading
to defects, failures, damage, and stress. 

Thus,Lean first seeks to stabilize processes by addressing Mura and Muri through standardized work, and only then effectively remove Muda. 

It is worth noting that this definition of Lean does not explicitly mention “cost reduction,”
but rather the correct focus that makes cost reduction possible without compromising quality. 

Finally, “reducing the total time of a process” should be the primary objective of any genuine Lean transformation. The process may be as broad as “Order to Cash,” as specific as a “Hiring Process,” or as critical as a “Patient Recovery Process,” depending on the organization’s industry and priorities. 

Reducing cycle time increases organizational capacity, making Lean a growth strategy rather than a downsizing strategy, applicable to any type of industry, sector, or company. 

But how can the total process time be reduced? 

By continuously eliminating waste (Muda) and its causes (Mura and Muri) at all levels and across all areas of the organization. 

And how can this be achieved consistently? 

By voluntarily involving all employees in the daily identification and elimination of waste. 

How can this be done? 

Through the intentional and planned implementation of a management system, globally known as Lean, grounded in a philosophy of continuous improvement (Kaizen) and respect for people, with a long-term focus. 

A simple “toolbox,” no matter how sophisticated, is not capable of achieving these results. For that, a system is required. 

 

Paco Estrada
Paco has two decades of experience supporting the implementation of Lean methodologies across various industries and sectors. Alongside Toyota senseis, he contributed to the Lean transformation of more than 30 organizations in 11 countries.

*Pascal Dennis is a professional engineer, author, and consultant for U.S. companies transitioning to Lean. You can find a short biography of Pascal in the advisors section at Honsha.org: http://www.honsha.org/our-team/

**The 7 Wastes are: Waiting, Motion, Transportation, Overprocessing, Correction, Inventory, and Overproduction.

***Taiichi Ohno is considered the Father of the Toyota Production System. A brief biography can be found at The Economist: http://www.economist.com/node/13941150