History of Lean Thinking

Early Beginnings in Venice

• Venetian Arsenal (1104):
  • Built warships for the Venetian Navy.
  • Standardized design for galleys.
  • Use of interchangeable parts pioneered.
  • By 1570, could construct a complete galley in less than an hour.

Eli Whitney and Interchangeable Parts

• 1798:
  • Built 10,000 muskets for US Army using interchangeable parts.
  • Contributed to North's victory in the American Civil War.

Scientific Management and Efficiency

• Frederick W. Taylor (1911):
  • Published "Principles of Scientific Management."
  • Focused on reducing wasteful activities.
  • Ignored human behavior, causing controversy.

Contributions of the Gilbreths

• Frank and Lillian Gilbreth:
  • Developed motion study and process mapping.
  • Introduced workplace psychology.
  • Focused on worker welfare and reducing motions.

Henry Ford and the Assembly Line

• 1910:
  • Developed a comprehensive manufacturing strategy for Model T production.
  • Introduced just-in-time production.
  • Ford's refusal to adapt to industry changes led to system strain.

Alfred P. Sloan and General Motors

• 1930s:
  • Developed strategies for large enterprises.
  • Adapted Ford's methods to meet customer variety demands.

Post-WWII Japanese Industrialists

• Influences:
  • Studied Western production methods.
  • Toyota Production System (TPS) developed by Taiichi Ohno and Shigeo Shingo.
  • Integrated Ford's methods with scientific management.

Toyota Production System (TPS)

• Employee Engagement:
  • Recognized that workers offer more than muscle power.
  • Quality circle movement led to team development.
• Global Influence (1949-1970s):
  • TPS was adopted by other Japanese companies.
  • American companies began to study Japanese methods.

Global Expansion of Lean Thinking

• 1980s:
  • Adoption by American manufacturers.
  • Global knowledge and experience base developed.
• 1990s:
  • "The Machine That Changed the World" introduced the term "lean."

Lean in Service and Public Sectors

• Mid-1990s:
  • Interest from service and public sector in lean benefits.
  • Need for tailoring TPS principles to specific industries.

John Seddon's Contributions (2003)

• Value Demand vs. Failure Demand:
  • Value demand: Initial request for service.
  • Failure demand: Failure to do something right the first time.
  • Improvements for Portsmouth Housing Authority.

This summary encapsulates the evolution and impact of Lean Thinking from its early beginnings in Venice through its adoption and adaptation in various industries worldwide, highlighting key figures and milestones in its development.