How can Lean Manufacturing professionals transition to a new industry with confidence?

I have been lucky enough to apply Lean & Six Sigma Tools to different types of Industries. In my experience, flexibility and adaptability of the tools is critical. As Lean expert you will identify the "Foundations" Tools that will be applicable to every industry like 6S, Visual Management, Root Cause Analysis etc. But then while applying other more advanced tools you will need to understand the internal and external customer needs to apply them. A process is a process, not matter in what Industry we are, we will always have a Current State, Opportunities and a Future State, you don't need to be the Technical expert, but you need to have the high level knowledge of how the process works to be able to support your Teams.

O Lean numa "Organiza??o" deve come?ar com uma vis?o sobre que desafios a "Organiza??o" tem e que objetivos principais precisa de alcan?ar para implementar a sua vis?o. Fazer Lean individualmente tendo uma postura de melhoria continua, partilha de conhecimento e Coach dos interlocutores é sempre muito importante mas a sua eficácia é potenciada quando implementamos dentro de uma vis?o comum onde todos os atores est?o a entregar melhorias articuladas com a "Vis?o da Organiza??o". Definir pontos de partilha dos projetos Lean em curso, festejar as vitórias , comunicar repetidamente a Vis?o, abrir ao exterior para partilhar boas práticas s?o pontos críticos de sucesso na implementa??o de um projeto Lean dentro de um "Organiza??o",

In my experience, simply by staying confident, showing flexibility and making a good work relationship with the new team. Remember that transitions take time, so be patient and persistent. Building a strong foundation in the new industry may require some initial adjustments, but your lean manufacturing background can be a valuable asset in almost any field!

I'd add to Todd's remark this way: a professional is contributing to an organization's goals, not forcing a particular school of thought onto them. "Lean" is just a tool; for a given role, maybe it's 80% of the work or 8%, but what the pro is selling is his fit, his ability to improve the firm. In the old days it was what version of what spreadsheet do you know; now it's a question of Deming vs Crosby vs Ishikawa? All of that is crazy: a pro can learn any of those tools. The point is knowing which tool to pick up when. Sell and live your flexibility and ability to help the firm, not your school of thought or some narrow tool set.

If a lean professional is able to identify the 8 waste’s of lean manufacturing in any given process. Then it will be easy to transition from an industry to another.

Hello, I started in Automotive, I went to Aerospace, then Pharmaceutical and now Cannabis. Ask any consultant EVERY company/business/site always has the same issues. Just stick to PDCA (aka the Scientific Method) and you can transfer TPS/Lean to any business. Easy peasey.

In my opinion, we should identify our transferable skills, for example, if we have experience in project management or quality control, it can also be useful in the new industry. We can also research the new industry, for example, challenges and opportunities. Identify it and contact or talk to experts in that industry.

Indeed it is all about understanding the issues in the industry your focusing at. It is also about a high level understanding of the processes and mindset that will be useful input in how to pitch your specific capabilities.

It is so easy below are key points Self assessment Reasearch the new industry Educational and training opportunities Adaptability Highlight transferable skill Seek a mentor Research employer Project your confidence soft skill Showcase your skill

Joining industry specific associations and networking groups is a great way to get connected and build partnerships. Take the expertise of lean manufacturing such as Value Stream Mapping and apply it to your new industries VSM, such as the sales and finance areas.

In my experience Lean manufacturing maximizes productivity and minimizing waste. By implementing lean practices, manufacturers will see quality improvements, improved productivity, resource savings, better lead times, improved customer service and satisfaction, improved employee satisfaction, and better sustainability!

Lean is much more than a tool! For any organization Lean drives changes Lean encourages innovation Lean brings visibility to the Now Lean engages everyone's Lean adds value to the clients every day Lean is easy to understand by all Finally, the most important today: Lean is key for the energy transition When I am changing industry I focus on knowing first the products, the market, and of course the clients. Then I look at the company's mission. It is key for me to have my own mission aligned with the company's mission.

Lean manufacturing professionals can transition by upgrading and learning in the following areas: 1. Start by focusing on quality management systems and standards that are applicable to all industries (such as ISO 9001 - quality management, ISO 14001 - environmental risk assessment, ISO 45001- occupational/health, IATF 16949- automotive). Most of the industries adhere to these management systems and standards. On top of this, focus on operational systems and standardization such as SPC (ISO 11462), welding (ISO 3834) etc.. 2. Focus on learning lean process frameworks such as value stream mapping, process control approach, jidoka, heinjunka etc that are applicable to all organizations.

Although historically the principles of Lean are adjoined to manufacturing, the same principles can often apply to organizations as a whole. Any great Operations leader will constantly evaluate and identify areas of minimizing waste while maximizing productivity. This can include unnecessary movements, excess inventory, underutilized talent, over-processing & waiting. This, combined with Push vs Pull, JIT, 6S & poke yoking can turn a high-overhead organization into a lean, non-wasting, valuable business.

As some industries are evolving to a more personalized offering, resulting in smaller batch sizes where lead time becomes an important differentiator, lean tools might not be fully adapted anymore. Acquiring compétences on QRM (Quick Response Manufacturing) will then be an added value in the toolbox of the lean expert.

We have to deeply understand the "Lean house". All industry environment have same 7 + 1 wastes. And beside the lean skill, we need to use the 6 sigma together

Once you have knowledge of concepts and methodology, during transition, the main focus is on processes. Processes, considered in their several levels. Once you have understood technically the concepts, workflow, critical paths and constraints you'll be able to assess the KPI's and their added value. The link of this KPI with Kaizen projects might be a good starting point during transition.

Lean professionals can transition to other new industries by leveraging their skills and experience in process improvement and waste reduction. They can apply their knowledge of lean principles to identify opportunities for improvement in new industries, such as healthcare, hospitality, or retail. Additionally, they can continue to learn and develop new skills through training and networking with professionals in the new industry. Building relationships and collaborating with others can help them adapt to new environments and find success in their new roles. It is important for lean professionals to be flexible, open-minded, and willing to learn in order to successfully transition to new industries.