How can you maintain a relevant lean continuous improvement program?

To maintain something in time, you have to involve shop floor people from the beginning… so try to collect HOW are they seeing their process and WHAT would they do to perform it… there you will have the first bases of your current status to later deep dive on them, and you will already have the attention of the team and their internal motivation to work on the first cycle of improvements.

- Regularly assess processes - Gather feedback, - Regularly assess processes, gather feedback, implement changes, and monitor results to ensure continuous improvement.

By constantly training your employees on your continuous improvement culture and systems. Remember that systems drive behavior.

SWOT is a good tool, but perhaps this is not necessarily the best place for this. Instead, at this stage of discovery and understanding the current state, focus on clearly identifying the issues, performing root cause analysis and measurements to validate where your biggest problems come from, including sources of waste. (Reference the Lean six sigma types of waste). Only then we can we turn this I formation into requirements and objectives to develop solutions towards. One of the biggest mistakes I constantly see teams do is jumping to conclusions and solutions, without fully understanding what critical issues they’re trying to solve, and therefore often times missing the mark aerially of even completely.

Implica: 1 Compromiso de la Alta Dirección con la Cultura Lean; establece metas claras, reconoce y recompensa esfuerzos 2 Formación, Desarrollo y Autoaprendizaje constante en técnicas Lean 3 Medir el Desempe?o: implantar KPI's para tomar decisiones 4 Usar Herramientas Lean: VSM, 5S, Kaizen (eliminar desperdicios) 5 Usar Shopfloor Management (SFM) para conectar estrategia con el lugar de trabajo 6 Flexibilidad y Adaptabilidad al programa según las necesidades 7 Solucionar problemas sosteniblemente 8. Comunicación Transparente para intercambiar ideas y retroalimentar los logros y beneficios. Al mantener disciplina con la filosofía Lean, se asegura su efectividad y al implantar SFM se fortalece la conexión entre estrategia y ejecución

De acuerdo en todo. Y algo que, por mi experiencia, he comprobado que es fundamental: construya los objetivos, los indicadores y las metas, con todas los stakeholders, y en particular con las personas que están en el gemba haciendo la real agregación de valor: los trabajadores.

Always Short-Time Fast-Impact projects… is important that the first step shows improvements that can be checked by everyone, to maintain the people interested.

It would be great to also include the concept of Daily Performance Management or continuous visibility and transparency of KPI dashboards.

Vermeiden Sie hier alleine an der Standardisierung zu arbeiten auch wenn Sie bereits vorher Feedback eingeholt haben, wird der gr?sstm?gliche Nutzen nur in Zusammenarbeit mit den SMEs und sp?teren Nutzern erreichbar sein.

Absolutely, continuous feedback and innovation are pivotal. They ensure that processes remain dynamic and effective, adapting to new challenges and opportunities. It's crucial to listen, learn, and evolve, never becoming a slave to the process but instead continuously shaping it to fit changing needs and objectives. Fix what doesn‘t work-courageous leaders needed here

For the first step, I would also gather information of the people on the floor. Hearing their perspective, helps them to get engaged to the continuous improvement culture. For a culture to work it has come from all the way from the top of the hierarchy to the bottom. One thing that has helped me to maintain continuous improvement culture is to recognize those ideas from the people on the floor, by sharing their idea and outcome on the TV, or by rewarding them with small items (ice creams, bonuses, etc.) That motivates everyone to seek continuous improvement.

The oldest organization still runs perfectly is military! And military keeps its standard with audits. “Audits” or as an even better way “planned self assessments”, provide required review if the overall system is running and gives an exact report to this question.

To stay relevant for any program or business and especially continuous improvement requires that participants be engaged. How? Inspiration and vision from good leaders does wonders. Even without any formal problem solving tools and engaged team that understands their Why in a simple clear vision will continually improve by what may appear to be default. This is not by default, just solid leadership that can share a vision and get a team excited to serve others internally and externally.

Keeping the training on the track. That's insure understanding the service provider which benefit in induce the industry. That decrease the risk of mistake in the company.

Let’s look at this at a slightly different angle. How do you not sustain a lean continuous improvement program. Call it a lean continuous improvement program. Lean is not a department, it is not an improvement program, it is intended to be a company wide culture, owned and lead by leadership. It is a way to structure the organization around a mission, vision with objective and plans, laser focused on measures and metrics of efficiency and effectiveness and constantly driven to improve. Lean is intended to live, breathe and be the heartbeat of an organization. That my friend is “culture”, not an improvement program.