How can leadership improve lean waste reduction techniques?

Concordo que é necessário realizar o mapeamento das oportunidades. Mas após isso que devemos dos atentar em "quais mudan?as podemos realizar para que de fato possamos ter melhorias?" Eu já vi em alguns projetos de melhoria as pessoas "travarem" nessa etapa, e isso é normal. Por isso é muito importante que as pessoas que atuam nos processos fa?am parte da equipe do projeto de melhoria. Pois muitas das vezes quem realiza o processo sabe como melhorá-lo, porém n?o sabem estruturar um plano de melhoria.

Understanding value stream is the most important part in undtrstanding waste, identifying the bottleneck operations and subsequent actions plan required to eliminate waste. Leadership can drive to get the entire process mapped in terms of PFD and VSM. VSM is an excellent tool to visualize the entire processes. Once VSM is in place, it is important to identify the processes that lead to maximum waste. Pareto charts can be used to identify the most critical process contributing to maximum waste/delay/defects. Once they are identified, the processes can be analysed and actions plan may be derived to eliminate the waste. PDCA cycle can be a very effective tool to run this cycle and see that the improvement made sustains over time.

A lideran?a desempenha um papel crucial na melhoria das técnicas de redu??o de desperdício enxuto ao promover uma cultura organizacional focada na eficiência e na elimina??o de atividades desnecessárias. Líderes engajados podem incentivar a participa??o ativa dos funcionários na identifica??o e elimina??o de desperdícios, incentivando o uso de ferramentas como o kaizen. Além disso, ao estabelecer metas claras e mensuráveis para a redu??o de desperdício, os líderes proporcionam uma dire??o estratégica que orienta as equipes na busca contínua pela eficiência operacional. A lideran?a eficaz também envolve o fornecimento de recursos adequados, treinamento e apoio técnico.

Na minha experiência dentro da manufatura ja apliquei os conceitos de Lean, e um exemplo disso foi definir o fluxo de valor no processo produtivo, onde implantamos conceitos de padroniza??o das atividades e do 5s housekeeping, com objetivo de reduzir o desperdício. Ponto de partida inserir nos colaboradores a sua parti??o na redu??o dos desperdícios, desenvolver essa cultura, e depois com a implanta??o de tutoriais de treinamentos, constru??o de indicadores de desempenho e carta de versatilidade dos colaboradores, que foram ferramentas que me auxiliaram no controle dos resultados, ajudando identificar os pontos com potencial de melhoria como os gargalos no processo, produ??o em excesso e setup sem padroniza??o.

One of the fundamental foundations in reducing waste is to firstly demonstrate that the customer only pays for value added processes or tasks . When process mapping I prefer to use a waste walk when walking the current process . This empowers teams to see waste at each step When lowering the water level to reveal non value added tasks it’s useful to set a routine where teams audit the process for wastes on a regular basis Additional tools are spaghetti diagrams and Yanazumi charts Waste reduction is the foundation of all lean works outs or projects

Pull system and flow are among the best Lean tools to avoid wastes through the supply chain and reduce the lead time to customers. Despite their indisputable effectiveness and extensive application in the last three decades, there is now the need to carefully balance aggressive pull - zero stock approaches and the continuous recent supply chain disruptions. Once the raw material needed for your manufacturing operations is safely in house, then a pull system remains the best option to opimize lead times to customer, on time delivery, inventory and ultimely your EBIDT

From my experience of more than 19 years in the industry, I can say one thing without an iota of doubt is that 5S is the most powerful and fundamental methodology towards any Improvement Initiatives. All the best Practices, be it Lean Manufacturing, TPM, TQM or any other, are actually built on the foundation of 5S. 5S is the Very foundation on which pillars of Industrial Best Practices are built. Leaders shall use 5S methodology to the full to eliminate waste by creating an organizational structure that implements and sustains 5S through training, resource allocation, Implementation, Audits and recognition of good work. 5S brings visibility, uncover problems, unclutter Workplaces and fosters safety.

5S é UMA FILOSOFIA!! O 5s tem que ser parte da cultura da empresa, e ser tratado como tal. Se você acha que o 5s é só uma frescura, é claro que n?o vai dar certo. Se você acha que é só uma oficina, pra consertar o que está quebrado, n?o vai dar certo. Se você acha que é só pra melhor a aparência do local, n?o vai dar certo. Se você acha que é um dia de faxina, n?o vai dar certo. Se você acha que é uma venda de garagem, em que a gente tira todas as tralhas de casa, n?o vai dar certo. Se você acha que é só aplicar por um dia, n?o vai dar certo! Aprenda a encarar o 5s como parte da sua vida! Ele é uma metodologia poderosíssima, e é a base para a aplica??o de melhorias

When we implement 5S and, in turn, establish a standardized environment, we are likely to be more assertive and efficient in building good results.

Além de aplicar o 5s, n?o devemos esquecer da periodicidade nas auditorias. Para que de fato o 5s seja cultural na organiza??o. As boas práticas devem se manter e expandir nas organiza??es. Para isso s?o necessários treinamentos e briefing diários sobre o tema.

La démarche 5S est un pilier du Lean.Elle vise à engager tout le personnel de l’entreprise pour aboutir au développement d’une culture qu’il faut entretenir en continue pour l’accélération de l'exécution des taches, l’élimination des gaspillages et l'appropriation des poste de travail. Le 5S est un basique pour accro?tre la productivité et le bien être au travail.Le 5S est un outil d’amélioration continu incontournable.

Uma coisa que achei útil no texto foi: "capacitar equipe, dar autoridade, dar responsabilidade, recursos e desafiar a resolver problemas". Vale lembrar que em grandes empresas, existem barreiras burocráticas que impedem funcionários engajados, de fazerem aquilo que precisa ser feito. Ou seja, existem regras institucionais que impedem de fazer aquilo que precisa ser feito para alavancar a performance desejada. O funcionário sabe que se fizer tal coisa, resolve o problema. Mas n?o pode fazer, pois, a regra n?o permite. Pois bem, aí que entra o kaizen: um evento para atacar problemas de causa conhecida (ver e agir), quebrar o protocolo (de forma controlada) para destravar resultados. Obviamente que seguran?a é inegociável.

Cultivating a Lean culture: Encourage employee involvement and commitment to waste reduction. Providing resources: Invest in training and tools for implementing lean methodologies. Setting clear goals: Establish measurable objectives to track waste reduction progress. Empowering teams: Foster a collaborative environment for innovative problem-solving and continuous improvement. Leading by example: Demonstrate commitment to waste reduction, promoting adherence to lean principles. Offering support: Remove obstacles and encourage risk-taking to implement new ideas. Regular assessment: Continuously evaluate processes and solicit feedback for ongoing refinement of waste reduction strategies.

Don't look at the shop floor as just workers, they are the 'experts' of what they are doing, encourage them to come forward with improvement ideas which would make their work easier and in essence more efficient. Improvement ideas directly from the ones involved in actual process are the basis of a lean manufacturing process. Even if the improvement is not as a final form this has a very good start off point.

Empowering people and stimulating creativity makes them develop sometimes simple but effective solutions for improvements that generate value in aspects of health and safety, productivity and quality.

Le Kaizen permet également de développer la motivation des équipes. Chaque idée d’amélioration proposée doit être analysée, évaluée et si besoin testée, sinon ceci peut présenter un risque de démotivation. Pour gagner, il faut accepter de perdre.Dans tous les cas, il faudra en tirer des le?ons, alors pas de frein à l’innovation, aux suggestions et de ce fait à la motivation.

Monitoring and measuring results shall be an ongoing continuous process. One important approach that can help this step is PDCA Cycle or Deming Cycle. P: Plan D: Do C: Check A: Act The abbreviations in PDCA Cycle is self explanatory. But what is important in this is to appreciate the power of this cycle. Plan and Do consist the implementation part, whereas Check represents monitoring and measuring part. There will be definitely gaps in the results from the planned outcomes. These gaps are addressed throgh Act. This simply means that the further actions are taken on gaps. And the Cycle is continuously repeated resulting in spiralling Improvement Cycles truely leading to Continuous Improvement.

Monitor and measure results on a regular basis.For example every month they compare the previous and current Data are working according standard wise or not,if not then they work on RCA analysis.whats the reason the waste increases and then improves it.Then results will be better always.

Participé en un proyecto para reducir mermas que me dejó valiosos aprendizajes: Al inicio, cada área medía KPIs por separado, pensando que hacían lo correcto. ?? Pero hubo que analizar en conjunto identificando dónde ocurrían las disrupciones. ????♂? Sólo con un trabajo integral entendimos la raíz del problema.? Definimos KPIs conjuntos para medir realmente productos afectados por óxido. ?? Aprendí que los procesos transversales se deben gestionar de manera integral. ?? Con visión sistémica y trabajo en equipo se redujo la merma considerablemente. ? ?La unión de diferentes perspectivas potencia los resultados! ??

A perspective aligned with the PDCA approach remains unaltered over time. It is imperative to consistently keep your teams engaged in process improvement, although each instance becomes increasingly challenging over time. Given the swift changes in the market, companies must promptly act to adapt and ensure their survival.

Monitor and measure results during a waste reduction juorney is a key factor. Monitor both KPI and especially TTI (Target To Improve). KPI and TTI shall be deployed at any level of the organization, from executives to shop floor following a Hoshin Kanri approach. That means the high level objective (ie increase company's gross profit) is deployed through the organization till the elementary manufacturing cell that contrubutes with an xx% OEE increse or yy more productive hours. Numbers and facts, boards and Gemba! "Without numbers you are another one with an opinion" (Taichi Ohno)

To ensure that waste elimination and the gains achieved don’t backslide, leaders need to ensure that they develop and use Leadership Standardized Work, and coach and develop that same expectation with their leaders and team. LSW drives the right leadership behaviors that will ensure the team sustains the gains. LSW also helps develop the next generation of leaders, which can lead to increased scalability of waste reduction and continuous improvement.

Penso que os primeiros passos sejam CONSCIENTIZA??O e treinamento e, a partir daí, será possível a implementa??o de ferramentas/métodos como 5Ss, kaizen e etc. Também será necessário estudar e demonstrar aos times o 'custo do desperdício e dos retrabalhos', quando será possível implementar outras ferramentas, premia??es, concursos, etc., para tornar o tema coletivo e participativo.

La réduction des gaspillages, c’est d’abord un état d’esprit qu’il faut promouvoir, transversaliser à tous les niveaux de l’entreprise, dans tous les services, les processus de réalisation pour accéder à une prise de conscience collective, bien impulsé et suivi par la Direction.