Using the Systems Approach in Connection
with Lean
To those who are familiar with quality management, it
will be obvious that lean building blocks are used at a
much higher level than the more basic quality
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management tools of the Systems Approach, such as
process mapping and root cause analysis.
For this reason, the Systems Approach tools can be
used effectively with each of the lean building blocks.
Furthermore, the entire lean program can be organized
and implemented within the basic structure of the
Systems Approach.
Process mapping can convey all the same information
that a value stream map can convey, without the
complexity of value stream mapping. Process maps are
quite simple and easy for most people to understand.
They also offer much more detailed information, thus
allowing for better understanding of the process that is
being considered.
In addition, process maps portray a process as a
system, and place it within a larger system of supporting
processes and supplier inputs. This is a significant
advantage since it is much easier to select opportunities
for improvement when systems information is readily
available and understandable at a glance. The systems
aspects of process mapping are largely missing from the
lean approach.
Moreover, the Systems Approach helps facilitate the
development of employee action plans for making
agreed-upon process improvements. Such action plans
serve as accountability documents, while also providing
a very strong “bottom-up” element to a process
improvement program. Projects also are converted into
process improvement programs using a management
oversight function, providing the “top-down” element.
Finally, the Systems Approach includes a true
performance scoring system (based on the Baldrige
quality model) that can actually quantify and trend the
continuous improvement effort. The results can be
given as a single score -- something that is not possible
using any of the lean tools.