Yes, asking “what is flow” is an important question that’s worthwhile addressing. However, like so many aspects related to the principles, practices, and concepts of TRUE LEAN THINKING AND BEHAVING (ala the combination of TPS/Toyota WAY), the CONTEXT in which any question about those practices, practices, and concepts is being asked and answered is even more important. Without a specified CONTEXT, the meaning being conveyed is often incomplete and potentially misleading. More specifically, whenever these sorts of questions are approached from a deterministic or reductionist POV, what’s often not conveyed is the relationships (i.e., interactions and interdependencies) that exist between the topic of interest (e.g., process FLOW) and ALL the other critical elements of a SYSTEM that need to be taken into consideration.

That said, this blog posting on the topic of “what is flow” seems to be neglecting the bigger (i.e.,more HOLISTIC/SYSTEMIC) CONTEXT in which “flow” related issues can and do occur. More specifically, “what is flow” and “why it is such a critical element in an overall production SYSTEM” is very closely related/tied to and integrated with the other critical elements comprising the OVERALL SYSTEM. And those other elements characteristically take the form of: 1) what constitutes VALUE (as perceived by customers/consumers), 2) WHAT IS THE PROCESS FOR CREATING AND DELIVERING VALUE (while at the same time generating as little waste as possible in the process), 3) what does FLOW have to do with maximizing the value being added and minimizing the waste, 4) how does flow relate to customer/consumer DEMAND and its variability, and 5) why is there a need for CONTINUOUS IMPROVEMENT/PERFECTION (aka ON-GOING PROBLEM-SOLVING) related to that process flow.

Without addressing these other essential HOLISTIC/SYSTEMIC considerations and thereby limiting one’s answer to a mere/simply technical description of the key characteristics of FLOW by itself carries the strong potential for conveying/promoting a reductionistic mindset; one which is antithetical to the practice of TRUE LEAN THINKING AND BEHAVING.

Bottom line: Yes, excessive inventory levels are problematic to an efficient and effective process flow. But, more importantly, ensuring that VALUE is being maximized and delivered in line with customer/consumer needs and expectations encompasses a wider range of TRUE LEAN THINKING AND BEHAVING capabilities that, if not recognized and addressed, will likely impede the pursuit and realization of world class operational (i.e., systemic) excellence.