ADM

Lean is oftenviewed as an application of tools. With this mindset, we have a Lean “event” to address an issue. We get some initial results, then as each week goes by, the impact of the event yields a moderate improvement as we slowly go back to our normal way of operating. To be truly Lean, we must think of it as a mindset, and a way of working. This mindset must be embraced and shared with all teams within the organization, and at all levels. There has to be an expectation of a different way of working, and this should be visible.

What is meant by “an expectation of a different way of work”?

We only produce what is required (inventory is the enemy)

Defects are identified and eliminated

We are proactive, not reactive. The focus is on how we prevent errors, not repair them.

One team, one goal. Key Performance Indicators are connected crossfunctionally

Win-win (unbroken chain)

Change is constant, embraced, and leveraged (Be agile)

Never be satisfied. Continuous Improvement is expected. Don’t be stagnant.

Once you embrace the mindset principles, it’s time to get to work:

Change is pain. Keep it simple.

Don’t dictate, collaborate. Ideas generated by the people who must execute it day in and day out are the most impactful and are most likely to be sustained

“To be truly lean, we must think of it as a mindset, and a way of working. This mindset must be embraced and shared with all teams within the organization, and at all levels”

Create a common language. What good looks like needs to be known by all

The next step is the core of Lean, The (7) Wastes:

Overproduction– Stocking too much of a product that goes unused or that is eventually scraped has obvious costs: storage, materials, labor

Inventory –Wasted product that was produced and not used. Driving warehouse costs, transportation, obsolescence, space

Motion –This is not only the movement of material and people many times for a single process/product, but machines that are left operating inefficiently, creating wear and tear

Defects –Producing the wrong product, producing product that deviates from the standard, rework

Over Processing –Essentially, this is over designing or adding more value than a customer requires

Waiting – Slowed or halted production in one step of the process due to waiting on a previous step

Transport –Too much material handling and material movement through relocation

Although the end goal is reduction in costs, don’t begin with the end in mind. Begin with the opportunity to improve the process by addressing the (7) wastes. Lean manufacturing is about improving efficiency of any process, transactional or operational. Figure out what frustrates you and the team, and that’s most likely a Lean opportunity. Reducing waste and non - value added activities leads to value added unlocks of resources, people, and dollars. Remember the 4 P’s of Lean; Purpose, Process, People and Performance.

In addition, ensure that you have “information”. This is customer information and process information. Do you understand the customer requirements, your cycle times, materials, costs, etc.Act on fact, align on direction, and keep it visible. We need to know if we are winning or losing each day. This visibility will aid in adoption, execution, and sustainability.