Conducting packaging site assessments and Gemba walks is a highly effective approach to evaluating operations, identifying inefficiencies, and uncovering opportunities for continuous improvement and cost reduction. Our team employs the term "assessment" in various contexts, often emphasizing value engineering and cost optimization.
Gemba walks are a lean manufacturing concept and involve getting into the field of activity and observing processes firsthand to gain insights into workflow efficiencies, challenges, and potential improvements. These structured site visits and walkthroughs provide invaluable data for driving impactful operational enhancements?
Here are some practical tips that have been battle-tested over the years and have proven to assist in conducting thorough and successful assessments to identify new opportunities or build out your productivity pipeline.
- Pre-assessment data capture: Prepare by requesting specific data that highlights relevant metrics and operational data to guide the assessment
- Review key data: Examine packaging specifications, packaging spend and cost analysis, and performance test reports. A preview and some summary notes on these areas can help sharpen the focus areas to best utilize on-site time and stakeholders
- Prepare a structured agenda: Establish a structured plan to guide the assessment process. Align objectives with key stakeholders to streamline the process
- Pre-call with on-site stakeholders: Arrange a brief introductory call to set up set expectations and discuss specific agenda items. Delve into logistical details such as booking a conference room, preparing for any needed safety training, and determine if a working lunch is necessary. Establish any need for Personal Protective Equipment (PPE) or site-specific safety gear
- Arm yourself with the right tools: understand your environment; whether food manufacturing, industrial manufacturing, warehousing all have varied levels of requirements and thresholds for what tools may be allowed. Ensure you have appropriate digital and physical tools for your core objectives.
- Utilize data to drive the assessment: Prioritize high-impact areas by analyzing cost, volume, and operational data. Focus on critical pain points that align with the business or project objectives
- Conduct a high-level walk-thru: Observe processes from end-to-end through the value chain. Understand the flow of raw materials through production through outbound loading and transportation. Document key observations to identify inefficiencies and constraints. Take note of these areas to come back and spend more focused effort to further understand the opportunity and establish guard rails
- Allocate time for solutioning: Block out time in the agenda to brainstorm potential solutions or cost-out alternatives. Engage cross-functional teams and stakeholders to explore feasible options
- Challenge the status quo: Be curious, ask lots of questions, dig deep to understand the history on user requirements, customer preferences and details on current state packaging systems, materials, operations and equipment
- Reevaluate the facility: Retrace your steps to spend additional time where necessary, documenting system constraints and highlighting gaps.
- Test your hypothesis early and often: This is a page out of the McKinsey consulting playbook - solicit feedback on findings and ideas. Test ideas and concepts across a broad stakeholder group to canvas a wide range of opinions and garner feedback. Incorporate multiple perspectives on your ideas and solutions to ensure your recommendations are practical and pragmatic?
- Learn the language, speak the talk: Familiarize yourself with the internal acronyms, terminology, and phrases related to the products, operations, and business processes. Ask questions when in doubt to ensure clear communication and alignment.
By adhering to these structured steps, organizations can significantly enhance the effectiveness of packaging site assessments and Gemba walks. This proven and refined approach drives actionable insights, fosters continuous improvement, and ultimately leads to measurable cost efficiencies and operational excellence.
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Associate Principal of Supply Chain & Manufacturing at ZS
4 周Interesting 12-step program :-) #1, #2, #6, and #12 are probably what most people underestimate and miss. Good one, Rob.
Director Packaging, Cost Reduction Specialist at NTT Data Supply Chain Consulting
1 个月Useful tips