What are the next steps in your lean journey since you completed your assessment? You probably identified that the basic principles of lean are known in your organization and entrapped within a coveted few. Some lean thinkers may be hidden among managerial or leadership ranks in your staff, whereas others are found directly in operations doing the work. These associates most likely received their lean training from another lean focused organization in which case they brought their lean knowledge to your company. They, deep down, see the waste within the system and are likely frustrated with the lack of attention to details (Quality), the abundance of process waste, the misguided direction, the imbalanced workloads, the large batches of WIP, the duct-taped repairs on equipment, and the general attitude of we’ll get by and workarounds to make production. Consider it a blessing to have these individuals in your workforce. Now the need is to tap into their “lean” talents.
You were given just a short preview of what a true lean system in the twenty-five assessment statements. There are actually seventy-one statements of assessment which dives a little deeper into the entrails of your operations and systems. You may have come to the conclusion that nobody is able to achieve the perfection identified in each of the True statements. If you realize this, you are on the right track.
Developing a lean business is truly a journey and a challenging one. We can use Toyota as a prime example. It took Toyota over 50 years to develop the Toyota Production System. It is THE STANDARD of manufacturing excellence which so many manufacturers and businesses try to copy. Some do exactly that, they copy the format but are rarely successful in creating the entire system of integration among the various departments or chimneys in the company. Administrative operations, Purchasing, Planning, Forecasting, Design Engineering, Manufacturing, Assembly Ops, Supplier Development, Sales, Scheduling, and Delivery are those chimneys. We can say the entire span of the business from the creation of an idea to its final shipment to the customer is what makes up the enterprise of a business. This is enormous, which is what Toyota’s management understood and why it has taken them over 5 decades to conquer. Yet, they live in the future. When one phase is completed, they reset the clock to zero and start again. It is Toyota’s continuous drive for betterness which separates them from the average business or the average automotive manufacturer. Toyota’s philosophy is never stop improving. Every aspect (process) of their business is something they know can change and be better. It is difficult facing a competitor who is so fierce in their determination to be the best, not only in the product they make, but inclusive of their relationship in the communities they have based their operations, to support and care for their own country, their own people, and the people of the world.
Remember my advice to you after taking the assessment, relax. You understand there is so much to do. You already have some fine examples under your roof that you should promote. Address the before conditions (if you maintained that data base) and show graphically or with photos the changes you made and the production benefits. Take control of your facility and select another area that is kind-of-a-sore spot for productivity. Establish a team (look to gather those who have some lean skill sets) and establish a goal for the team in going forth. Obviously, you must make time for the team to work together on this Kaizen project. Do not shortchange them here otherwise I will guarantee you it will fail.
Success must be planned therefore plan ahead. Plan for your team to spend time together reviewing the current state, proposing solutions, testing solutions, taking time studies, creating new devices or fixtures that help the job performance, etc. You are giving them a blank sheet to drive improved performance.
If they are lost from the beginning, certainly bring in a person well versed in lean to guide them in their task. You may have someone already in the company who can be the Lean Sensei. The objective is to make lean thinkers of everyone and at the same time create a better, improved work environment and achieve greater performance than before. Once this achieved, post the results. Share with the entire organization the power of lean. Next, select of few members of the team to work on the next project baptizing new associates into the understanding of lean principles and applying those principles into the workplace. It’s a Win-Win.
Relax. In time, 50 years of so, you’ll be like Toyota. Unfortunately, they will 50 years ahead of you. Just enjoy the journey and take it a step at a time. This does not mean, to be laid back, but rather be aggressive and greedy to reach your goals as fast as you can. Just remember, it’s the people who accomplish this for you. Respect and encourage them along the way. Your only job is to support them along the way. Once you complete a few projects, I’ll release the remainder of the lean assessment statements to you to see how you fare against more advanced phases of lean deployment. Happy trails to you.