The Lean Community

There can be no more fat in our modern community. The surviving community for Central Appalachian people and similarly stressed areas and their populations are likely to speak of being diverse, lean systems. They will mean that they tend to be doing the following (for it is a collective on-going, imaginative, improving activity). Becoming lean has also been called a mind-set. Developing and living in a lean community is a procedure to save money and energy, increase productivity, increase profitability, improve start-up ventures, fix problems, shift to emphasizing market quality, and to do better when we think we are doing well.

cite sources of "lean"

It goes past normal old diagnostic or tearing-apart tools and establishes a fundamental designing and improving process to work on:

The people of the community invest in themselves for the evidence for significant help from others is now available. They engage in making money by keeping money. We plug the financial leaks related to

We concentrate on products not on people, the workers.

We develop processes that can be adjusted and then transferred.

We use the FISH remembrance tool:

We aspire to leadership by demonstration, a role in the Appalachian community with our emphsis on service and quality-reducing profit-eating problems while maintaining production quality and profitability.

We have to 1. See our customers very precisely 2. Work on key measures in finance, customer satisfaction, quality, and growth

We work with the speed law Most products and services are worked on only 5% of the total delivery or cycle time.

and the 25-2-20 rule.

The delay can usually be reduced. Every delay reduced 25% doubles (x2) the productivity and cuts costs by 20%.

and the 3-2 rule

Cutting cycle time to below the regional average increases growth rates by a factor of 3 and profits by a factor of 2.

We eliminate or reduce delays (and waiting) by:

Scan and combine lists on p 30-31-32

We use the 5 S's to reduce wastes and costs p.34

We know how to double our speed of production and developing processes

We continually re-design production/processes and structure (the work stations)

We have to do more with what we have, concentrating on energy - getting it, using it wisely, not wasting it, protecting it from loss, storing or saving it, and building "permanent" objects and structures (that embody much energy), especially those that can help collect and store energy..

Chapter 4

Robert H. Giles, Jr.
July, 2009