What do you do if your Lean Manufacturing process needs more adaptability?

Here are a few steps that can help foster this environment: 1. Value Stream Mapping: Create a map of your current workflow to visualize the process and identify any waste or rigidity. 2. Empower Employees: Encourage team members to take ownership of their work and suggest improvements. 3. Implement Kaizen: Kaizen, or continuous improvement, is a strategy where employees at all levels of a company work together proactively to achieve regular, incremental improvements to the manufacturing process. 4. Pilot Small Changes: Test new ideas on a small scale before full implementation. 5. Review and Reflect: Hold regular meetings to discuss what's working and what isn't.

There has been a common theme in Lean Manufacturing that its continuously evolving so we must embrace that fact and evolve our systems and processes continuously. Failure to embrace it will make us few steps behind the competition and sooner or later we will be the dinosaurs of the industry.

Lean manufacturing is a systematic approach to streamlining production processes by eliminating waste, improving efficiency, and increasing customer value. Here are some key ways to adopt lean manufacturing processes in your organisation: 1. Value Stream Mapping (VSM) 2. T5S Implementation 3. Just-in-Time (JIT) Production 4. Standard Work. 5. Continuous Improvement (Kaizen) 6. Kanban System 7. Poka-Yoke (Mistake-Proofing) 8. Single-Minute Exchange of Die (SMED) 9. Total Productive Maintenance (TPM) and most important is 10. Employee Training and Engagement: Invest in training and development always help to foster a culture. Engage Employees in problem-solving and encourage cross-functional teamwork also helps.

Atualmente, a única coisa que n?o muda, é a mudan?a constante. Nesse cenário, ser flexível e adaptável é fundamental no sucesso (ou insucesso) de uma empresa ou organiza??o. Olhar de forma estratégica, mas também tática, para mapear seus processos fabris, sistemas e intera??es, a fim de identificar áreas de inflexibilidade ou baixa resiliência, buscando eliminar ou reduzir pontos de baixa agrega??o de valor. Avalie a possibilidade de universalizar esta??es ou postos, use o conceito "Lego" no shopfloor para permitir rápida adequa??o; digitaliza??o para escalabilidade; automa??es inteligentes e n?o "hard-coded". Fa?a gest?o dos stakeholders, com forte lideran?a, pois quando o time entende e abra?a a mudan?a, a taxa de sucesso é maior.

Lean was never, not ever intended to be a "one size fits all" program with strict rules as to application and deployment. It's true that lean includes a tool box of methods and techniques that have proven successful in a variety of settings but no honest practitioner ever held that those tools must be used in specific ways in all instances. Rather, those tools and methods are based on a set of principles that ARE widely relevant. It's those principles that are constant; the use of the tools changes to adapt to the circumstances. A list of such principles includes Focus on the Customer, Create and Sustain Flow, Optimize Employee Engagement, Make Results Visible.

Devemos analisar cada etapa do processo e observar onde estamos gastando energia, pois muitas das vezes n?o agrega valor. Quando você vai até o local onde a manufatura acontece fica mais fácil enxergar onde o procedimento precisa de melhoria e junto com a equipe defina os planos de a??es para que possa ter um processo consistente, sempre visando seguran?a, qualidade e produtividade. Treine a equipe e auxilie para que possam se sentir parte do processo, isso traz motiva??o, engajamento e bons resultados para a organiza??o.

Sempre que os processos aparentam ou já apresentam sintomas de ineficiência a revis?o é urgente. Sistemas que est?o ultrapassados inflam ao invés de enxugar a manufatura.

A melhor formar de entender o processo e suas limita??es é ir ao Gemba, vivenciar o processo, colocar a m?o na massa, medir, questionar o status quo. E se possível trazer uma vis?o critica de quem n?o faz parte do processo. Ao mapear um processo procuro sempre que possível trazer os questionamentos de uma crian?a. Por que o processo é assim? Por que a linha vai para um lado e n?o para o outro? Por que a etapa X acontece antes da Y? E se ao invés de fazer isso fosse feito aquilo? Perguntas simples sem resposta coerente costuma identificam grandes oportunidades de melhoria.

Assessing the value chain for waste, inefficient processes, and an eye for continuous improvement across the value chain is the basis of lean. People play the most important role in a lean transformation and consider them as the biggest asset is very helpful. It is through the people every aspect of a lean philosophy is achieved.

I Agree completely as we know nothing is engraved and done with it...if so it's the end... We must be sensitive, sensible and twerking the process for better change... We have tools and technologies that could compliment like, automation (Various dimensions) etc. Also build an ecosystem in your organization so as to leverage their skills appropriately & timely for an effective processes

Kaizen is like a fitness routine for your company. It's about making small, regular tweaks that lead to big improvements over time. Everyone's encouraged to spot issues and suggest fixes, which can be quickly implemented. These 'quick wins' are the low-hanging fruit—easy to grab and rewarding. They boost efficiency, cut down waste, and get everyone involved. Plus, when you celebrate these wins, it motivates the whole team. It's all about continuous improvement, one step at a time. ??

For many years we have been inducted to a methodology where Kaizen takes place in some specific parts of our year. It’s common to see kaizen events or “ries”scheduled at a monthly basis. The problem of this way of doing Kaizen is that we are teaching people that Kaizen requires a specific time, when all the resources are available, the managers are focused on that and mostly all the company has it’s eyes on the event… the rest of the year it’s “business as usual”. Kaizen must be a daily duty on everyone, we cannot wait for the next scheduled event to make improvements, we must run experiments on a daily basis to truly learn about our processes and make changes for good. Daily problem solving exercise would create mastery.

In the dynamic landscape of lean manufacturing, adaptability is key. Embrace Kaizen, the philosophy of constant improvement. Foster an environment where small changes are celebrated, where teams are empowered to innovate and evolve. By encouraging a culture of agility and learning, your process becomes not just efficient, but also resilient in the face of change.

Certamente o Kaizen é uma ferramenta fantástica, principalmente quando realizada por um time multifuncional! Gestor, patrocine essa ideia, crie em sua empresa eventos de Kaizen multifuncional. E principalmente envolva os operadores, eles s?o os maiores conhecedores dos problemas que você tem na produ??o. Engenheiros, passem 1 dia no posto do operador para avaliarem o que eles levantaram e também para tirar suas conclus?es. Certamente aí, você terá um excelente kaizen!!

La méthode Kaizen (amélioration continue), cherche constamment à produire mieux, en éliminant le gaspillage, diminuer les risques et les rebuts, et optimiser la production.

Em minha opini?o a abordagem de ternos rob?s e Automa??o em processos unicamente repetitivos, aonde o operador n?o possui tomada de decis?o é perfeito. Até mesmo para que os operadores sejam melhores aproveitados en atividades que efetivamente agregam valor inclusive pela tomada de decis?o desse operador. Outra aplica??o que Certamente lhe trará ganhos de produtividade s?o as atividades mistas, aquelas que requerem uma decis?o, e ao mesmo tempo exigem esfor?o físico elevado, aí podemos unir automa??o e a experiência do operador atuando juntos no mesmo posto, agregando valor, preservando integridade física do operador e ganhando produtividade!

Evaluate new technologies like IoT to automate data capture for analysis, analyze if you could apply process mining, seek ways to optimize processes while evaluating opportunities for robotic process automation once they are optimized.

While technology and its adoption is very important, it should be relevant, impact full, cost sensitive, sustainable and above all the team must have enough competency and capability to leverage the technology to its best.

Lean manufacturing can benefit from using digital tools and automation to streamline processes, optimize resource utilization, and enhance efficiency. Technologies like robotics, IoT devices, and machine learning automate repetitive tasks, improve quality control, and enable predictive maintenance, reducing waste and increasing productivity.

Find waste from human or robot labor during tool development stage. Usually this require a lot of abstract work and i see as major challenge. When we develop tool and we try to use is easy to see is not optimal. But is too expensive to change (or too late).

Fostering collaborations in lean manufacturing involves building strong partnerships both within the organization and with external stakeholders. Internally, it means encouraging cross-functional teams to work together, share knowledge, and brainstorm solutions to common challenges. Externally, it involves forming alliances with suppliers, customers, and other industry partners to optimize supply chains, share best practices, and drive innovation. By fostering a collaborative environment where everyone is encouraged to contribute ideas and expertise, organizations can unlock synergies, improve communication, and achieve shared goals more effectively in the pursuit of lean manufacturing excellence.

Voltamos a abordar o multifuncional, nem sempre será fácil, principalmente em equipes mais jovens, esse trabalho multifuncional, mas ele acaba sendo de grande importancia pois ele vai além do momento pontual de um kaizen, ele vai permitir que áreas diferentes interajam e compartilhem das dificuldades da outra, muitas vezes mudando como essas se vêem no processo no dia a dia, criando um ambiente de Sinergia que certamente trará muitos frutos!

A comunica??o aberta e precisa é um elemento-chave para garantia da colabora??o. Todavia, é fundamental que haja harmonia no atendimento das necessidades dos representantes das atividades finalísticas e de apoio, pois a adaptabilidade requer sempre uma avalia??o ampla e sistêmica de todo o processo.

Como já mencionado, devemos fazer com que o colaborador se sinta parte do negócio, para que ele possa entregar mais resultados, colaborando de forma natural, n?o por press?o, mas sim por entender como tudo funciona e mostrar que hoje cada vez mais os setores devem se ajudar em prol de bons resultados para empresa.

Once we want to implement real collaboration, we need to have openness, not-selfish and respect to other people. Obstacle of collaboration, mostly all people will defend his opinion without using data and logic. It's why we need to increase awareness of each individual

Sin duda las revisiones periódicas son de gran utilidad. Cuando estás implementando filosofías de mejora o excelencia operacional, el cambio cultural requiere mucho apoyo de la Gerencia. Es importante mantener un flujo de comunicación constante y dar seguimiento en piso, la gente observará este comportamiento y se animará incluso a opinar y hacer recomendaciones. Cuando escuchas a la gente a nivel de gemba, es más fácil lograr el cambio, la gente participa de manera más activa y se conecta. Por ello no se debe echar en saco roto la supervisión constante.

As revis?es regulares podem ocorrer por meio da implementa??o de programas de Gemba Walking acompanhado pelo Lean Assessment, que oferece uma estrutura sistemática para avaliar e diagnosticar a eficácia dos processos em rela??o aos princípios Lean. Por meio de uma análise detalhada dos fluxos de valor, identifica??o de desperdícios e avalia??o do desempenho em rela??o aos padr?es de excelência, o Lean Assessment fornece uma vis?o abrangente do estado atual das opera??es e principalmente, qual a melhor ferramenta a ser aplicada ou implementada. Isso n?o apenas ajuda a identificar áreas de melhoria prioritárias, mas também estabelece uma linha de base para medir o progresso ao longo do tempo.

??These reviews foster a culture of accountability and transparency, where teams are empowered to discuss challenges openly and collaborate on solutions. Additionally, regular reviews ensure that Lean initiatives stay aligned with business goals and adapt to changing market conditions.?? ??Overall, regular review is essential for sustaining Lean principles and driving continuous improvement in manufacturing processes. It helps organizations stay agile, responsive, and competitive in today's dynamic business environment.??

Real-time Data Analytics: Leverage real-time data and analytics to monitor production and make data-driven decisions to adapt to changing conditions.

Gemba! Se n?o acompanhar, pode desandar. Slow observation também é importante. Converse, escute, observe e fa?a os ajustes necessários baseado em coleta constante de feedback, envolvendo equipe e demais stakeholders.

All the above "headlines" are valid. It all just comes down to Kaizen. Change towards perfection. When you think you've got there something will change and any or all of the responses highlighted in the sections above will be needed. Just be prepared to never settle, never accept it is good enough. Of everything, iterative, incremental gains is probably the most game changing thing you can you can do. We all dream of a single "disruptor" step change initiative but they are few and far between. The hard work and grind of incremental gains is where results usually lie.

Encourage employees to provide feedback on their experiences with the lean process and actively solicit suggestions for improvement. Use this feedback to refine and optimize the process over time. Celebrate successes and milestones achieved through the adoption of the lean process. Recognize and reward employees who embrace the process and contribute to its success. Leaders should lead by example, actively supporting and promoting the process, and demonstrating their commitment to its success.

In the ever change world of lean manufacturing . It is important to adapt easily to change. I cannot over emphasize the importance of having the right systems that allow a business to continously and continouly improve . Internal audits are key to test the health of your systems/processes and ensure that all findings are closed effectively so that the business can improve. Regular business performance reviews will also assist in reviewing the effectiveness of the systems and processes. Opportunities identified must be closed out to ensure the business evolves and continues to operate efficiently.

Se recomienda tener en cuenta que las herramientas de gestión dentro de la administración de la producción, no deben ser utilizadas de forma rigida; es decir, que de entre todas la herramientas se debe usar sus conceptos básicos y combinarlas de tal forma que se adapten a la organización... Así para cada tipo de proceso existe una herramienta y se puede combinar six sigma, lean, TOC, QRM, bajo un mismo concepto de mejora continua.

A key starting point for implementing lean is the concept of value and value stream.Value is defined by the customer,Not the company,business unit ,manager or employee.When working in IT ,programmers often focussed on cool ,New technology,Not on what was fast,proven and effective for the customer.Then there are two key tools used to help visualize problems with speed,Value stream maps and spaghetti diagrams; Value stream maps -To visualize the flow of the process;Spaghetti diagram-To visualize the flow of work through the production area;with these two tools,you can identify 80 to 90% of all problems associated with delays and non-value added waste.