Bob Emiliani published a very good article on principle of Respect for People 1 - an aspect not well understood in Lean Management. In that article, he extends a challenge:
In closing, you will have a pretty good basic understanding of Lean management when you can articulate how the “Respect for People” principle relates to takt time, standardized work, 5 Whys, heijunka, jidoka, just-in-time, set-up reduction, kanban, poka-yoke, kaizen, and visual controls, for each of the following categories of people: employees, suppliers, customers, investors, and communities – for all of these 11 items in all five categories, not just for a couple of items in one or two categories.
I’d like to accept that challenge. In the next several weeks or months, based on my experience and understanding, I’d like to show how Respect for People relates to the more popular aspects of Lean that are often talked about and receive an inordinate amount of focus from the Lean community.
The index for the articles are below. As I write each post, the items below will link the actual article.
- Respect for People and Takt Time
- Respect for People and Standardized Work
- Respect for People and the 5 Whys
- Respect for People and Heijunka
- Respect for People and Jidoka
- Respect for People and Just-in-Time
- Respect for People and Set-up Reduction
- Respect for People and Kanban
- Respect for People and Poka-Yoke
- Respect for People and Kaizen
- Respect for People and Visual Management
As I publish each article, I’d love your feedback also. I’m specifically interested in your personal experience and where I might be missing something. I’d love to learn from you also.
- I will use Respect for People and Respect for the Human interchangeably – I learned the latter at Toyota. The former is used outside of Toyota. ↩
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