How can you demonstrate your self-starter skills in Lean Manufacturing?

There are many waste processes in garment manufacturing processes which can be eliminated. Right from sobar stickering till millions of gallons wastage of water, using right manpower on right job etc etc. we can save lots of waste processes by suggesting production friendly sewing methods for sampling unit, updating & using data of skill matrix etc. Fixing sobar stickering on all the cut penals is definitely a waste process but we are unable to eliminate it coz of lack of training, smaller lot sizes and fear of blunders. However our continuous efforts are towards eliminating thread cutting section post sewing coz now every machine comes with under bed thread trimmer. Thread trimming at source helps in re doing the whole process again.

Agree - but the best way to show self starter initiative is to facilitate a team of workers who actually do the work. Volunteer to lead a brainstorming session on the biggest wastes in the day. Then let someone more skilled in lean help mentor you and the team in how to solve the issues. Volunteer to be the trial.

Demonstrate self-starter skills in Lean Manufacturing by proactively identifying process inefficiencies, initiating continuous improvement projects without direct instruction, and driving change through successfully implementing Lean principles. Showcasing a track record of independently identifying and resolving operational challenges illustrates a proactive and self-driven approach to Lean practices.

Often support functions are not looked at in relation to waste/opportunities. Supply Chain plays a major role in success of operational excellence. From order review, engineering masters and BoMs, to stockroom kitting and production control, ensuring that manufacturing is functioning as efficient as possible. However, when organization is stagnant due to split in metrics, there isn't synergy to drive to common goal, hence waste is produced on various levels.

in my idea everything should be started from GEMBA. because indenting waste, KIZEN and productivity is coming from GEMPA improvement.

In my experience, many people who claim to know lean, do not know how to conduct Kaizen events, which can lead to wasted time and delayed results if results at all. Lean manufacturing is a way of operating and not "pick and choose" practices that sound good at the moment. Starting with honest reflection of the process identified via Gemba walks and other processes, gaps are documented, prioritized and based on business needs selected for Kaizen event. A light house is created, mastered, producing repeated results, then replicated and standardized across the organization to drive efficiency

Being a self-starter involves more than just identifying waste and applying the PDCA cycle. It requires practicing Genchi Genbutsu, (going to the gemba) to truly understand problems. Then practice between the Do and the Check phase: a "Lean Lab Mindset", this controlled space allows for testing and learning before scaling, minimizing risks. If you succeeded, then show respect and share: "Yokoten," the practice of horizontally sharing learnings and best practices. And if not succeeded, accept and create an environment where failure is seen as an opportunity for learning. Moreover, being proactive with PDCA means being prepared to adapt and pivot; not every PDCA cycle will yield the desired result the first time around.

In any manufacturing factory, equipment performance reduces over time if not properly managed. The easiest thing the equipment user can think of is to continue to run the machine even at a reduced speed instead of fixing the cause of poor equipment performance. As a Lean practitioner, I will advice that the equipment should be run at the optimal speed, then identify all faults affecting machine performance and then fix them. Fix the fault don't run at reduced speed. Continuous improvement is when we focus on eliminating those inefficiency to remain on high performance.

In my own experience, people are inclined to go into "major" improvements which save millions immediately (which mostly ends up in theory ) instead of small increments that will save millions over time. Key to Kaizen is for the leadership to understand and buy the idea.

In my many years experience working in automotive manufacturing I have found that I didn’t use a lot of what I learned in Lean training or what some of the consultants I worked with tried to implement. I believe in the KISS method. Bring material to point of use, establish FIFO processes, ask the production workers what works best for them to be more efficient. Organization, labeling, and accurate inventories are essential to lean processes. Train your staff properly and you’ll be a hero!

Lean is about maximizing the value stream, minimizing waste and reducing undone work (inventories). This can only be achieved through collaboration, collaboration in turn requires psychological security, a common mental map, coordination, communication and the subordination of the members' capabilities to the team's common agenda.

There is no I in Team and an individual is a single point of failure, hence cross-functional team of collaborators needs to be assembled based on strength and projects delegated to drive in parallels to achieve results in efficient manner.

Teamwork is the key to getting things done rightly. You need to get the buying of the management and then implement this change to the shop floor. If you get the buying of both parties, getting the job done becomes easier.

In my experience, there are some online courses by Udemy or LinkedIn learning which are best for training. And I recommend some books which are easy to study - The Toyota way fieldbook - Lean production simplified

Cuando entiendes el valor que espera recibir el cliente. Desafortunadamente el concepto Lean se ha venido enmarcado en velocidad, técnicas y palabras en japonés, pero muy pocas organizaciones y "expertos Lean" aplican el principio base, que es la generación de valor al cliente. Hacer que el proceso sea Lean es un reto ya que tienes que buscar como conectas el "pensamiento con la acción" utilizando esas herramientas. El desafío está en que la "organización lean" pueda responder a tres variables claves: calidad, cantidad y tiempo, si eso se logra y el cliente percibe ese valor, lograras generar experiencia lo que significa que el propósito de aplicar Lean tiene sentido.