Around 7 Years ago, as the Regional Leader for Europe and North America, I was privileged to be part of the small team that Launched 'Simply Philips' in the Philips Consumer Lifestyle Sector and, due to the proven success in the early years, saw the expansion of the program across the Manufacturing and Supply Chains of the Lighting and Healthcare Sectors.
Fast forward to the present and we find a reinvigorated Manufacturing and Supply Chain across Philips and a Lean Excellence Model that is being rolled out End-to-End in the Idea-to-Market (I2M), Market-to-Order (M2O), Order-to-Cash (O2C) domains and throughout the enabling functions. The name Simply Philips Operating System was discontinued 4 years ago but the Philips Lean Excellence Model has continued to develop as we have learned from each step that we have taken.
The Lean Excellence Model that we have developed in Philips is suited to all 4 quadrants of Value of the Organisation due to its Principle Driven, rather than tool focussed design, whereby it brings the People Systems and Process Systems together in union and, whilst recognising the importance of the Lean and Six Sigma Toolkit, has been developed to take the Organisation through a journey that develops its people, who then use the appropriate tool as it's needed. This means that the Transformation that the organisation goes through is managed with an integrity of purpose toward People as our greatest Asset.
This means that the Transformation that the organisation goes through is managed with an integrity of purpose toward People as our greatest Asset.
The deployment of Lean Thinking will only be successful when it is integrated into the Business Strategy, as described by Art Byrne in 'The Lean Turnaround'. We therefore start by determining the need for change and establishing a Hoshin Kanri approach in the area of the Organisation, ensuring that the effectiveness of putting Strategy into Execution becomes integral to the Transformation.
This first step in the journey is a key enabler of successful Change Management and the Lean Excellence Model assures that the Organisation, and its People, are guided through the Change. Integrity to the Lean Excellence Model is probably my biggest learning over the last 7 years as, consistently, the areas of the business that have held true to the model have outperformed those that 'Cherry Picked', with a return to the fidelity of the model being their ultimate countermeasure.
The development of our People is a true success story in the Philips Lean Transformation, with thousands of our People Certified at one of the certification levels. We had a great platform to build upon, having had an established Lean-Six Sigma Green Belt and Black Belt Program, which provided Practitioner and Expert resources to support the development of our People.
However, the establishment of the Lean Excellence Curriculum brought into being a Lean Foundation Certification for everyone in the Organisation, aligned with the Lean Thinking principle of 'Everyone Solves Problems', rather than expert resources being the people who made Business Improvement happen. Through the certification of our people, with the aim of everyone at the Lean Foundation level and the appropriate number at each of the subsequent levels, we are creating a Kaizen Culture that is driving Continuous Improvement throughout our Business.
The Legacy of Simply Philips is a Business that has learned how to Transform itself into a Lean Thinking Organisation, with many areas of the Business working at a very high level of Lean Excellence, whilst understanding that we will only truly be Lean when it is throughout the whole. We have many of our People certified and practicing their learning on a daily basis, having changed the way that they work and having established Lean as the way that they do things and I'm excited to have the fortune to be a continuing part of its avant-garde.
We have many of our People certified and practicing their learning on a daily basis, having changed the way that they work and having established Lean as the way that they do things and I'm excited to have the fortune to be a continuing part of its avant-garde.
The Photograph at the head of the article is of a Class from one of the End2End Lean Leadership Classes, formerly called 'Simplicity in Leadership', which provides the training toward Lean Advanced (Practitioner Level) Certification.
The 'Simply Philips' team during the first year comprised of Craig Russell, John Von, Marcelo Higashi, Claudio Landeros, Peter Veltman, Larry Hoo, Anthony Howarth, Samuel Lim, Patrick Pisters, Rene Huijben, Henry Cheung, Steven Fang, Arlene Creutzburg and I.
There are many Lean Leadership Books out there but I have reviewed those that I think are of most use on my Book Recommendations page.
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"I aim to promote the global sharing of best practices in the application of Lean Thinking."