Tips for Implementing Continuous Improvement on the Factory Floor

Continuous Improvement culture was born in the industrial environment, with its origins in the Japanese Toyota in the 50s, obviously without forgetting the countless contributions of practices developed by Western organizations in the first half of the last century, but the fact is that the Toyota Production System allowed the rupture of several paradigms in the business value chain.

Over the following decades, the Continuous Improvement culture had been disseminated in other industrial organizations, be it in production, logistics and other areas such as product development and sales. With more emphasis on the last two decades, Continuous Improvement also has broken through the manufacturing barrier reaching strength in other segments, such as hospital and construction industry.

Even though it is the environment with the longest lifespan in the application of the Continuous Improvement culture, the application in the manufacturing environment, specifically in the so-called “factory floor” can still face resistance, lack of understanding, obstacles and pitfalls that can generate failure and frustration in implantation.

I will list some guidelines that I have used over two decades of career. Most of them apply not only to the shopfloor.

- Design a customized implementation model for your organization: There are a variety of models created by specialists, practitioners and scholars from organizations, consultancies and academia. Many of these models are supported by methodology and practical applications and, in reality, they are excellent. However, even recommending to research and find out a pre-existing skeleton model that makes sense for your organization, it is essential to adapt it to the reality of your business and match it with the existing organizational culture.

Forcing yourself to adopt a tool or method simply because it is part of a model, without the application that really adds value to that operation will be an unnecessary consumption of energy and resources.

The model have to include progressive steps, remember that Continuous Improvement is about changing processes and, above all, changing behaviors, so habits that must be modified take time and need to occur gradually.

Sometimes I realized, in the making of a model, a greater concern in organizing the tools rather than behaviors, actually the most challenging part of the process. Although it is important to define a logical implementation sequence in terms of stability and flows, the highest priority must be a sequence that allows for a successful cultural transformation.

Also pay attention to the terms to be used, take into account the existing vocabulary of possible practices already known to the organization, except if previous practices had bad results, causing trauma to the organization - in this case it is worth evaluating the nomenclature change.

- Use clear and practical communication: When you are going to start a Continuous Improvement program on the factory floor, use a compatible language, which creates connection with people. Give examples that make sense to them, illustrating how Continuous Improvement can affect day-to-day work, whether by eliminating machine failures and breakdowns, avoiding product defects and rework, preventing downtime due to lack of material supply, etc.

It will be terrible if operators see Continuous Improvement as a threat. And normally the threat bias is very large, mainly for two reasons: first because it is something new, that is, it will shake their comfort zone, and second because it is understood that it is an approach that will bring cost reductions, often badly translated into an image of unrestrained search for manpower reduction.

- Show the benefit for the business and the team: In my experience, the implementation of Continuous Improvement becomes more attractive to colleagues on the factory floor when they realize how vast the opportunities for learning, development and possible professional growth.

- Role of the Leader: The leader on the shop floor, called the team leader, supervisor, shift manager, etc., depending on the organization, has a key role in the success of the initiative.

He should encourage safe work, teamwork, problems detection and root cause analysis, organization in the work environment, focus on quality, volume / delivery and cost objectives, compliance with standardized procedures and controls, and foster a culture of feedback and recognition. The leader must always be open to ideas for improvement to eliminate waste.

- Role of the Facilitator: Usually the facilitator, multiplier or consultant is an “external” element to the area that methodologically supports the Continuous Improvement practices.

If the facilitator does not earn the respect and admiration of the operational team, his influence will be very limited. To gain this consideration and credibility, the facilitator needs to take into account some aspects: being present on the factory floor with a hands-on attitude instead of simply saying how to do it, being willing to learn from the team and showing appreciation for this opportunity, build solutions together with those who will execute on a daily basis (by the way, this is the smartest way to guarantee the development of the “best solution” and that will really be adopted by the team).

It will often be necessary to do specific activities several times together with the operational team until they do it themselves. One must be patient with the learning curve and the habituation curve of people with new activities.

- Publicize and promote success: Sometimes we create spaces to publicize the improvements implemented and the benefits obtained. Whether through a video on television in the cafeteria, an information bulletin on the shop floor, or through the distribution of a newsletter or specific events to present the improvements, this dissemination and promotion practice must be structured and have defined formats and continuously managed.

More than that, people should feel that being committed to Continuous Improvement brings a “spotlight”, that is, it allows greater visibility in the organization.

- Learning-by-doing: Of course, training sessions are an important part of the transformation process. However, if recreational activities (games, simulations, etc.) are not included in these followed by an application in Gemba, the full transfer of knowledge in new work practices will be at risk.

On my journey, conducting implementation workshops, whether to create a more efficient layout, optimize a changeover activity, define the best location of materials for work, reduce WIP, reduce cycle time or define a cleaning/ inspection/ lubrication routine, is the most effective way of learning.

- Visual Management: The concept of visual management is broad, especially in the manufacturing environment. In short, it should serve to bring information agility, whether to notice an anomaly, control performance or perform a task.

When the team realizes the power of visual management, they themselves start to have ideas and want to implement these “facilitators” in their day-to-day work.

Conclusion:

There are many important aspects in managing the transformation of the shop floor. Despite countless references and implementation cases, the process requires prepared leadership, energy, discipline, good planning and constancy of purpose.

Failing due to considering that it is a matter of applying random tools for quick wins is a common practice that leads to few relevant gains and great frustration.