What is the best way to get started in Lean Manufacturing?

i am Lean manufacturing student from last 13 years, but still in feel that at 1st step i was not been able to get the lean concept in the right way. My recommendations on that is clearly understand the basics of any lean tools. Always ask one question what is the purpose of this toll, why i am learning it and how it can be helpful to my working. Even after 13 years still i came to know new things in 5S and think that my previous understanding was not correct. So before starting at least understand the basics and learn it from the people who has implementation knowledge.

Em um mundo de especialistas, coaches, black belts e gurus; talvez o melhor seja sempre manter a mentalidade de uma crian?a, e os olhos de iniciante. Aprenda sobre a filosofia, conhe?a as ferramentas, estude suas aplica??es e coloque em prática no seu cotidiano e na sua vida. Talvez um approach no estilo do filme Karatê Kid possa te ajudar nesse aprendizado, afinal a gente aprende muito mais fazendo. Seguem uns exemplos: 1- Vai fazer compras de supermercado? Otimize sua lista, encontre o melhor trajeto de compras dentro do mercado. 2- Precisa fazer uma arruma??o num armário? Podemos seguir o 5S para fazer isso de forma mais adequada. Pode parecer até uma bobagem, mas já é um bom come?o para o aprendizado.

O primeiro passo, acredito, seja calibrando o conceito e a express?o. Lean vai muito além da “manufatura”; se você quer come?ar certo, entenda que trata-se do PENSAMENTO lean.

Iniciativas de benchmarking com executivos em organiza??es com mais vivencia na filosofia é muito importante para o proposito. Criar ambientes para envolvimento e pratica das gerencias e lideran?as ajuda muito, pois a pratica do pensamento enxuto é muito mais do que pequenas iniciativas lan?adas. Disseminar a todos que a melhoria é continua e que será um processo continuo ano a ano de crescimento e conquistas que devem ser celebradas mesmo que pequenas.

Its important to know these concepts but its not enough to understand their powerful linkages until you apply them! Teach, Do, Coach...then Sustain!

IMHO Always leader led You’re into the tactical elements Forget data, forget the past ways of working…. Start Over. Sure there are some well defined practices and all of them are part of the status quo. Kaikaku is required We in the western world call this “disruption”. Leaders need to “Turn the cart over”, be hands on learn to teach. I’ve worked many a transformation. To put some simplicity into the mind there are only 3 layers to any organization Gemba Middle Top If the commencement of the journey is not leader led wishful thinking will come into play. Words from one of my wise Sensei from Toyota.

It is critical that I get to do a Discovery Visit to personally see what is happening on the shop floor and to learn the state of the business. This allows me to recommend the top 3 tools that will have the biggest impact on the business. Engaging the team and visual management are often among these first critical tools. I also document the current process so we can compare future state to where we started from.

While assessing the current state is indispensable, it needs to be done with a wider perspective - and particular focus on opportunities that can be seen + latent opportunities. Learnings from that can drive the next step where one determines if small continuous improvements will be meaningful. No matter how many small improvements you make to a carburettor manufacturing plant - most likely these will add up to nothing.

The assessment perspective is vital for some, especially those just embarking on their journey so they know how each phase, with the associated activities and desired outcome of implementing a "lean system". However, others require alignment to how it helps the business at that point on their journey and yet others need to define the way forward into the future and how it will change the business. I often say this to executive bodies, TPS aka Lean has never failed on its merits. If it fails, its due to the lack of leadership support and commitment. For that reason, I fully support what Bill Waddel shared herein to avoid that common pitfall.

Implementing small Kaizens is the perfect starter to showcase lean benefits to leadership & Shop floor teams. It's also a great culture boost.

Start small. Implement small and sustainable changes before committing to large transformations. Start in ONE line with ONE tool. Your choice. LEARN, see what works, what doesn't. ADAPT to your learnings and make sure your results are sustainable. Then start replicating, or expanding; it depends on your needs. As you move along, replication becomes quicker, and the implementation can grow from there.

5-S is to lean as PT is to sports. The basics of 5-S can be easily taught and understood, but mastery does take time. Luckily, small wins in 5S can happen quickly and have an obvious visual impact. When 5S does not work out, you can use other lean tools to teach people how to get closer to the root cause of an issue.

I agree for the most part to start with small improvements. However, Kaizen has four (4) levels. 1st is individual or "spot kaizen". This is where people improve their own ways of working. At the 2nd level, we have "events kaizen". Here a small team of functional workers gather in 3-5 days to improve a process within their scope of work based on QDC. It can extend up/down stream to ensure better flow. 3rd level is more "project-based kaizen". Here its called Kaikaku Events designed with cross-functional teams to improve a value stream or E2E process. The event is 5 days but takes 30-60 days execute the activities to achieve value-add business outcomes. The last is Jishuken or management lead events like factory wide layout changes.

There is nothing called "Small Changes", correct will be "Implement Quick Win"... Just map all of your agreed initiative on 3 axis - Time, Cost & Benefit. Quick win will have (Low Time, Low Cost, High Benefit) Least Focus should be given to (High Time, High Cost, Low Benefits) untill & unless it is related to some regulatory requirements Careful Priortization will be required for (Low Time, High Cost, High Benefits) & Plan for CAPEX for : (High Time, High Cost, High Benefits)

Create a shared vision. What do you want to achieve? Where do we want to get? How do we want to work? Then make sure everyone is working on making said vision true. Go to tour middle managers, go to your shopfloor and listen, observe, teach and coach to make this a reality. This is the role of the Lean leader.

This is so critical to the sustainment of any optimization initiative and especially kaizen. We emphasize the principle of No Involvement, No Commitment from all levels within the business. Trust is nurtured and built on shared understanding, effort and resources.

Team Involvement should include - 1. Cross Functional Team (Tiered by Direct & Indirect Stakeholders) 2. RASCI Matrix 3. Transparency 4. Communicate Communicate Communicate 5. Appreciate good work, take responsibility if something goes other way rather than fault finding game. This is Most Important

The key step is to train people. Instead of imposing tools, you have to first teach people what lean manufacturing is and what changes they need to make in their perspective. Understand the relationship between perspective and lean manufacturing tools. Before introducing each tool, it's essential to train people and demonstrate the benefits associated with its use.

Yokoten is the essence of sharing what others have done. However, not all improvements can be applied or copied system or corporate wide. We must share to inspire, not to copy and paste. Furthermore, case studies, webinars, tours to plants, etc. are great sources if information to inspire the "next level of application".

I found visiting other Companies as a valuable source of inspiration. Companies where no conflict of interest existed, were more than happy to show you what they were doing. This benchmarking exercise was invaluable in determining the plan going forward. I found one particular Company who became "a partner" for lean and Team engagement. Such help and support is out there to be tapped into.

Train your employees to become lean experts! In my experience, it is particularly valuable to get the trainee to find solutions by asking specific questions. These questions encourage the trainee to solve the problem themselves, assuming of course that they already have a certain amount of basic knowledge. If this is not the case, it can be taught in targeted training sessions. A trainer should never give the solution, but simply show the trainee how to find the solution. This is best achieved by asking specific questions.

Learn should also get supported by knowlenge preserving. It should include - 1. What went Wrong - Why, How It Was Mitigated 2. What went good - Supported by qualified & quantified sucess criteria, e.g. KPIs 3. Sustaining the Improvement 4. Most Improtant - Appreciation of team Member, may be as there photo as token of gesture 5. Learning/ Knowledge should be readily avaliable when ever someone want to refer

To start in Lean Manufacturing, begin by educating your team on Lean principles. Map your current processes, identify wastes, and prioritize improvements. Implement small changes iteratively and encourage continuous improvement through regular reviews and employee involvement.

Create Roadmap, how will you climb the ladder by sustaining the current improvement what you have done. Improvement goal/ action should have SMART Traget. There is famous line by William Thomson Kelvin (The British physicist and mathematician) : “What is not defined cannot be measured. What is not measured, cannot be improved. What is not improved, is always degraded”.

Starting with Lean Manufacturing is a journey of continuous learning and improvement. Lean is an ongoing process. Regularly review your processes, seek feedback, and be prepared to make changes. Continuous improvement is key to Lean Manufacturing.

More important than learning from others is learning from your own experiences. Taking the time to analyze what has worked, perfecting it, and also learning from mistakes and their causes to improve new approaches shows a dedication to growth and continuous improvement.