welcome to the history of Lean Thinking whilst elements of Lean Thinking can be traced over hundreds of years we'll start in an Arsenal in the Italian city of Venice established in 1104 the Arsenal built warships for the Venetian Navy over time the Venetians adopted a standard design for the hundreds of galleys built each year to campaign in the Mediterranean and also pioneered the use of interchangeable parts which will come into soon this made it possible to assemble galleys along a narrow channel running through the Arsenal the hull was completed first and then flowed past the assembly point for each item needed to complete the ship by 1570 for the Arsenal's practices was so advanced that the construction of a complete galley going from start to finish took less than an hour [Music] Eli Whitney is frequently credited as being the forefather of lean manufacturing famous for inventing the cotton gin it was his promotion of interchangeable parts during the production of 10,000 muskets for a lucrative US Army contract in 1798 which is amongst the first noted examples of lean thinking the interchangeable parts on the muskets were cited as being an important factor in the North's victory in the American Civil War the waste reduction thinking of today was introduced by the early industrial engineers around the late 1890s Frederick W Taylor's book principles of scientific management published in 1911 began to look at individual workers and work methods in more detail how long work took to complete and how he could produce more by removing wasteful activities while Taylor's application of scientific management was sound and still is to this day his decision to ignore human behaviour coupled with the dismissive attitude towards workers made him a controversial and difficult character the concept of wife's being built into jobs and then taken for granted was noticed by motion efficiency expert Frank Gilbreth an advocate of scientific management Gilbreth went on to develop the motion study and invent process mapping his wife Lillian also introduced workplace psychology and how the motivations of workers could fundamentally impact the outcome of a process you the work of the gilbreth's is often associated with that of Frederick Taylor yet there was a substantial philosophical difference between the gilbreth's and Taylor the symbol of Taylorism was a stopwatch Taylor was concerned primarily with reducing processed times the gilbreth's in contrast sought to make processes more efficient by reducing the motions involved they saw their approach is more concerned with workers welfare than Taylor which workers themselves often perceived as concerned mainly with profits around 1910 Henry Ford in his right-hand man Charles E Sorensen fashioned the first comprehensive manufacturing strategy bringing together the until now largely disparate an individually applied elements of any effective organization people's machines tools and products ford arranged them in a continuous system specifically for the manufacturing of the Model T the results were so successful that Ford quickly became one of the world's richest men by putting the world on wheels and is considered by many to be the first practitioner of just-in-time which seeks to align production and customer demand Ford's success inspired many others to copy his methods but most of those who did would fail to understand the fundamentals unprepared for the pace of industrial changes the Ford system began to suffer yes he refused to change his system the advent of labor unions and rise of production proliferation and your model changes multiple colors and options further strained the Ford system did not fit well in his factories [Music] at General Motors Alfred P Sloan took a more pragmatic approach developing business and manufacturing strategies for managing very large enterprises and dealing with a variety demanded by an increasing customer base by the mid-1930s General Motors had passed forward in domination of the automotive market by reinterpreting the effective element of Ford's production methods which were sound even in the new age the Allied victory in the Second World War and the infrastructure behind it caught the attention of post-war Japanese industrialists who were quick to study Western production methods teg owners visit to a u.s. supermarket is often cited as one of the key learnings the focus of attention were Ford's example Deming statistical process control Duran's management of quality and the statistical quality control practices of Ishikawa who is famous for the cause and effect or fishbone diagram which remains an excellent problem-solving technique in virtually any improvement context at the Toyota Motor Company taiichi ohno in shigeo shingo reinterpreted the successful elements of the ford production method integrating them with the scientific management foundations laid by taylor & Gilbreth and several other techniques from the west labeling kitsis the Toyota Production system what CPS [Music] toyota acknowledged that the ford system had several fundamental shortcomings most notably with respect to employees in their engagement toyota capitalized on the fact that factory workers had far more to offer than just muscle power their findings probably originated in the quality circle movement which thanks to its major contribution by chicawa Deming and Juran led to team development in cellular manufacturing while production cell concepts may not immediately translate to other environments team developments and multi skilling a critical and successful application of lean service from 1949 through to the mid-1970s the TPS approach was adopted interpreted by other Japanese companies when the productivity in quality gains became evident to the wider world executives of the American companies from whom yeast had learned traveled to Japan to understand how their counterparts had so rapidly developed their thinking by the 1980s some American manufacturers such as Oh mark industries General Electric and Kawasaki we're achieving success through considered application of the tools and techniques perfected in yeast Consultants took up the campaign and acronyms sprouted like weeds yet they all referred to systems that were simply derived from TPS gradually a global knowledge and experience base developed and success stories became more frequent and attracted greater publicity lene caught the imagination of manufacturing experts across the globe branded implementations quickly became commonplace and led to a rapid expansion in experience and knowledge creating debate on the wider application of lean particularly outside of its industrial origins one of the core elements of lean thinking are the five key principles which this day did not substantially differ from the techniques developed by Onoda Shingo and the originators at Toyota the application in any specific industry sector significantly changes and just as many firms copied for techniques and lazy and unthinking ways many businesses especially those outside of manufacturing have simply copied Toyota's example often with poor results in 1990 James Womack co-wrote the machine that changed the world Daniel T Jones and Daniel roofs book recounted the history of global Walter mobile manufacturing combined with the study of Japanese American and European automotive assembly plants perhaps the most significant contribution to popular culture and business improvement was the book introducing the term lean in the mid-1990s service and public sector industries were becoming increasingly interested in the benefits of applying lean to their operations as with manufacturing firms looking to apply the Toyota Production system service companies have to give serious consideration to how Lean Thinking particularly the tools and techniques fits their business and how to apply it in order to achieve meaningful and lasting benefits in 2003 John Seddon put forward the concept of value demand and failure demand value demand comes from recognizing the initial request for a service from the customer it is ultimately about what it is that a company or service exists to provide failure demand is classified as the failure to do something or do something right for the customer or in simple terms did we do it right first time sentence approach made significant improvements for the customers of Portsmouth Housing Authority whilst also reducing costs [Music] so that's a brief history of Lean Thinking thank you for listening and we hope you enjoyed the video [Music]