The Lean Factory is Not an Orchestra

The idea of an orchestra is sometimes used to explain Takt Time (the beat of production paced to customer demand).  In an orchestra, all instruments (processes) play music (perform production) to the same beat (customer demand), but this analogy does not work well when it comes to flow layout.

Flow Layout is Essential

In an orchestra, all of the violins are in one section, all of the horns are in another, etc. This can be compared to functional departments in traditional manufacturers, where the layout is by machine or process type. This creates local sub-optimization which results in wasted inventory, transportation, etc., and a general lack of flow and velocity. Rather, a Lean factory should be like a 4-man band. Think of the Beatles with John, Paul, George, and Ringo. Each play or sing a different part. The band is like a cell or a flow line. They serve a very particular customer (rock n’ roll fans). Their product (sound) would be lost in an orchestra. In a Lean factory, it is important to identify the customers and break down the orchestra into value streams. The process should be organized into multiple small, quick flows, similar to 4-man bands.

Embracing the Flow Layout and Delivering Value to Customers

In conclusion, while the analogy of an orchestra may help explain Takt Time, it does not translate well to flow layout in a Lean factory. Instead of having functional departments organized by machine or process type, a Lean factory should be organized into value streams and multiple small, quick flows similar to a 4-man band. By identifying the customers and creating a flow layout, Lean manufacturers can eliminate waste, increase velocity, and better meet customer demand. So, just like a 4-man band, a Lean factory should be nimble, adaptable, and focused on delivering value to its customers.

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