1. Why Lean for my Organization?
June-13
By: Jorge Flores
2. Understanding the Vision
The first step to implement or enrich an Operational
Culture in an organization it’s to understand & define:
Where are we going?
Why do we exist in the Industry?
Who are our customers?
What do they expect from us (value)?
4. Why change at all?
Understand and believe that Lean Principles
directly address core business problems
(waste).
Without this there is no business case for lean.
Without a business case, there is no
compelling reason for a leader (and the
organization) to change
5. Key principles of Lean
Customer
Value
Systematic
Understand
Elimination People
Process
of Waste
(Lean-Sigma)
Establish
Flow
6. Actual condition
In a production tour I identified plenty room for Continuous Improvement deployment.
I can recall these topics:
Do the employees know or see the company Vision?
How can every employee support the company's vision on a daily basis ?
Visual Factory deployment not developed
Value Stream Map as Business tool for key decisions
Lack of Product, material & Information Flow
Standard work not in place as CI foundation
Organization members aren’t comitted to vanish processess waste
Couldn't perceived a strong employee commitment to learn and live lean
principles
7. Actual condition
Continue…
Machines & equipments down or not operating without a signal or status
Poor utilization of the available floor space
Lack of 5S’s on work stations
Tools aren’t arranged according to Production Plan needs & sequence
Customer expectations in terms of quality are not part of the standard operation
procedures
Accurate KPI’s aren’t visible nor available on floor shop for daily accountability
Can’t see Problem Solving or High performance boards at floor shop
Lack of SMED as operational estrategy to achieve OEE
Can’t see if the actual process cycle time it’s under the Takt time beat
And many others…
8. Proposals
Lean Enterprise Culture Implementation
There are many facts to be consider, but like any system there are 3 main
areas to focus during implementing Lean, these are People, Method (Know
how) & the Infrastructure of the organization. Taking as baseline this fact I
will explain the milestones of the culture implementation in sequence:
9. Task
By
Tool
Compile Company Vision
Mangement
Tougth Map, Coaching
Design a Roadmap to get there!
Management
Kaizen event
Operation System & Culture creation
Management &
Lean leader
Lean House, QFD &
Kaizen
Leadership engagement & Detailed work
Plan
Lean leader &
leadership
Formal training, Operation
KPI design & Implementation trough the
organization to give direction
Lean leader &
leadership
QFD Matrix or Score
card
Daily Performance walk (Gemba)
Lean leader &
leadership
HPT & HPB
Creation of value based on customer voice
Lean leader &
leadership
CTQ, Value add
analisys
Flow creation door to door
Lean leader &
leadership
VSM, SMED, Pull
system, OPF, Takt vs CTime, FIFO
Daily culture change deployment
Leadership
5S’s, HPT scheme
Continuous Improvement effort all over the
organization (waste reduction)
Lean leader
Lean-Sigma, Kaizen,
PDCA
Redesign the Production cells, creating
Lean leader &
Kaizen
System Manual (deliverable)
