What is the Significant difference between the TPS & Lean ?

I Understand , both are required for the Organisation Growth .

Can you clarify ?

I would accept your comparison of Lean and TPS as the relationship between a model and reality. I believe George Box is quoted as saying, “all models are wrong, but some are useful”. I accept Lean as a useful “model” on which a new management philosophy can be built, the model being based largely on what we “outsiders” know about TPS. But I think we have suspended our ability to think if we believe TPS and only TPS is the way to manage. That way lies a sterile theological argument. John Bicheno has complied the Lean Toolbox, which is an excellent Lean primer for those who are begining their Lean journey. John takes an inclusive view of Lean, not just basing it on TPS (or should it be TBS?). In it you will find references to tools and techniques which come from all over the world. John has, for example, included TRIZ, which is Russian in origin! The theologist would cry foul saying that was not Lean, but it is an example which proves that good ideas are not tohe sole preserve of Toyota management.
I have to declare an interest as John was my supervisor when I did my Masters in Lean at Cardiff, but I hope this helps clear up any misunderstanding.

Owen, I have no intention to pit Lean against Toyota or blame Womack and Jones. They made great work. They taught us to see value & waste and changed mindset of many people. But their five principles of Lean [(1) define value; (2) identify value stream; (3) make flow; (4) pull; (5) pursue perfection] are just principles of thinking. Initially they considered Lean namely as philosophy or method of thinking. Only with years and efforts of many other people Lean evolved into MODEL OF MANAGEMENT based on Toyota Production System. If you adhere to this definition, the difference between TPS and Lean is the same as between reality and its model. But as every model it is just some simplification of reality and reflects only some aspects of it. TPS House is another example of such simplification.

The problem is that different people do have different perception of Lean in their minds. Too often (at least in my country – Russia) people believe that Lean is simply set of tools or some technology to reduce cost. Instead of changing management model, developing their employees and solving problems they aim just at implementation of lean tools. Majority of russian companies, which announced starting their Lean program, chose this way. In opposition to Toyota Way I called such wide-spread approach as Lean Way in my previous post. Though it could yield certain results, it leads aside from TPS.

Kristi, I should rectify points 3 and 4.
3. To implement TPS you need leadership. To implement Lean you need just consultants and money TO PAY FOR THEIR SERVICES.
If you want to implement lean tools, most simple way to do that is hiring consultants or lean specialists. In this case you shouldn’t do anything except monitoring the progress and paying money for services.
True goal of TPS/Lean is changing people. This is job of manager, not one of consultant or specialist. As lean leader you should teach people to see problems and solve them. And you should give them possibility to do that. In order to teach you need to develop your own ability to see problems and waste and incorporate Lean into your own practice. There is no shortcut and you cannot delegate this task to someone else.

4. TPS Journey is unlimited. Lean Program comes to the end.
Standard Work, Kanban, VSM and other lean tools were developed by Toyota people as responses to problems they met. Kaizen knows no limits only in those companies whose employees can see problems. If you simply try to copy answers (to implement tools), neither you nor your people will be able to see opportunities for improvement. You should learn to ask questions and to find your own answers in the first place. Otherwise your journey will finish after implementation of last tool, and you will be in need of looking for a new medicine.

Best wishes,
Alexander

Thanks for your comments, they’re much appreciated but hey lets face it, nothing (excluding death) in this world is guaranteed and LSS is no exception to this.

In my own experiences of helping to implement LSS into the company I work for, it requires people at all levels to become engaged for it to be successful and sustained. However, we found that you don’t necessarily need all management or shop floor on board to begin with but if you get a small few as yoru pockets of influence (kaizens are great for this), then a “ripple effect” can start to happen, then more people start to come on board to LSS, especially when they see the achievements and results that it can bring.

Changing the culture wheel to LSS is the hardest task to overcome but I always say never underestimate the power of enthusiasm for getting people on board regarding continuous improvement ideas, as it can be a great tool to use in LSS!

Cheers
Kris

Firstly I’ve thoroughly enjoyed reading all your comments, it’s made an interesting read during my lunch hour. Having never commented on these sites before, I am however now urged to comment as I disagree with one from Alexander (sorry!)

To implement Lean Six Sigma and for it to succeed and be sustained, it is your work force, the grass roots of your company, the grafters, the shop floor personnel – whatever you’d like to call them, that you require. It is most definitely not consultants nor huge amounts of money!

My personal view is that Lean Six Sigma is that once you have Senior Management behind the LSS culture change, it’s then about taping into the wealth of knowledge that companies have internally with their work forces and utilising their knowledge and experience with the appropriate tools and methodogoly of Lean Six Sigma to gain the improvements that the business requires. It’s a great approach and one that not only gives great cost reductions with minimal implementation cost but more importantly, boosts the morale of the employees who works within the business.

LSS is a continuous improvement journey plus culture change and is one that never ends as it’s a wheel of fantastic change! )

Best wishes
Kris