Our deepest assumptions, called paradigms or mental models, cause us to implicitly select some aspects of reality that we perceive as more salient or important than others. These guide our definition of problems, our interpretation of their causes, and the actions we take.
He TPM/Lean Movement With its long history of success, it has been responsible for changing some of the industrial world's mental models. For example, huge inventories of in-process or finished goods, which were historically viewed as healthy, are now viewed as a source or symptom of losses. The concept of the "economic batch" is another one that is slowly becoming unacceptable as we change our approach to stock and become aware that we must produce what the customer wants in the quality and quantity they require, since everything else is lost.
Today we know, from the Toyota model, that it's about eliminating inventory, not managing it.
Transforming ourselves into a TPM/Lean company, then, doesn't just involve applying tools like SMED, KANBAN, or others, but also improving organizational performance, identifying problems, and solving them, thereby increasing the competencies of company members. In short, it's about changing the thinking processes of every person in the company.
In relation to the discovery of problems: Creating a “Kaizen Consciousness”
A general human tendency is to blame circumstances when difficulties arise. The TPM/Lean Mental Model involves taking responsibility, challenging preconceptions, and carrying out problem definition processes such as the 5Ws and 2Hs or 5 Whys to get to the root cause.
On the other hand, it also means curbing the tendency toward quick fixes. Serious problems require serious solutions.
Regarding the solution to the problems: Go and See.
Tahichi Ohno says “Data is good, but facts are better.” We must see what happens, go to GEMBA, the place where events happen , at the appropriate time, in the problematic process, with the people who work there, because problem-solving isn't an exercise in abstract questions. Rather, it's about experiences that will allow us to uncover the flaw through multiple iterations. One of the most common problems in companies is making decisions at a desk without walking the company and seeing what's actually happening on the factory floor.
In relation to Human Resources: Develop people before doing things
In a TPM/Lean workplace, the production process is carried out to the highest standards. Each employee constantly identifies problems and actively works to resolve them. Leaders work alongside their team in these continuous learning processes. There's no doubt that solving problems is important, but equally important is learning during this situation.
In short, as Michikazu Tanaka (former CEO of Daihatsu) said: "In terms of results, TPM/Lean involves reducing work in process, improving productivity, and lowering costs. But the real goal is to develop each individual's capabilities and thus generate extremely high motivation."
