Where to Start My Lean Program?
Lowell Puls
Lean / OPEX Expert, Member Board Of Directors at Indiana Manufacturers Association
I hear that question frequently.
I also hear a lot of: Why do Lean programs so often fail?
Or sometimes the question is: We had a great Lean program going, and after a rash of personnel changes it disintegrated. Why does that happen?
The answers are often complicated, but the causes always boil down to a short list of common factors:
· An inability to sustain through management turnover or major changes in the business
· Adoption issues within the workforce – “we couldn’t get the culture to change”
· Senior Management suspended the program due to lack of acceptable returns
· Inability to implement process improvements without customer approval
Now, while the above list isn’t comprehensive, it’s there to illustrate a point:
Lean programs take immense time and effort to take root and evolve.
Implementation usually takes far longer than our attention spans will allow.
The managerial and operational disciplines required for success are not typical
The program typically must survive through multiple management transitions.
Many of the changes required are counter-intuitive
In every single case, the Culture has to evolve
Let’s take a look at three of the most frequently asked questions related to Lean:
1. How do you overcome the causes of failure?
Build a good plan – simplified, focused, and logical. Execute it, adjust it as needed, and never give up. Stay determined, put sustainable improvements in place, and audit them to make sure they stay there!
2. What does it take to start and get finishes out of a lean program?
Starting – My first recommendation would be the same as if you told me you were feeling ill: go to a specialist and get a checkup. In order to find the correct starting point and to ensure your efforts are focused, you need a pre-assessment of the condition of the business. Only then can you begin to build a plan for Lean implementation.
Finishing – the result of the assessment should be a step-by-step plan. I believe the optimum rate of progress is unique to each challenge and the organization will set the pace. Try to force things along too quickly you will lose people along the way because they won’t be able to keep up. Move too slowly and you’ll lose engagement because associates won’t be convinced that any change is occurring.
3. Will it be worth all of the effort?
While that answer can depend on your environment, the answer is bluntly YES!
As an example, on of our events alone saved more than $3 million in just 45 days. More importantly, they have saved critical customer relationships, and transformed the performance of several large organizations. Depending on an organizations specific situation, a Lean implementation is a no-brainer.
What about assessment?
A full lean pre-assessment should go beyond a score and provide a prioritized implementation plan (by tool, area, and training) to get things rolling! The objectives of the assessment are noted below:
1) Establish an organizational baseline for Lean deployment
2) Create a draft plan for deployment and improvement, yet one which will provide rapid returns.
3) Understand the return on investment from that plan, and how it’s generated
How does an assessment work?
Our assessment tool looks at the prospective environment from three perspectives:
a) Associate Behaviors – how do people in the business execute their work to meet its needs?
b) The working conditions in the Environment – Are they acceptable and improving or are they riddled with waste and impairing performance?
c) The Lean Tools currently in use – How many tools are in use? Are they understood and embraced by all associates? Are their mutual interdependencies being leveraged?
Each tool is benchmarked for a level of deployment (users who understand it) and the results being achieved. Also, the tools have interdependencies and can vary greatly in their difficulty to implement. At the same time, associates are evaluated for the way that do their jobs – is it in a Lean way (efficient and logical), does it follow the Standard Work or is it more random (fire-fighting, dis-continuous flow of activities, random puddles of inventory, etc.)? Lastly, the environment should reflect the level of effort going into the Lean program, from 5s sustainment to the quality of flow.
Based on the pre-assessment score, improvement activities are prioritized based upon their ability to deliver rapid results. Tool selection and priority will vary slightly depending on their difficulty of implementation, the resources available, the type of company and the markets it serves, and the organizations current state, in other words; it’s a customized prescription.
Our LEAP assessment can make a huge difference in your Lean program, providing better focus, and delivering a more rapid return on investment. LEAP can make your Lean program “PAY it’s WAY.”
Lowell Puls
Manufacturing Transformations through Lean/OPEX
President at Chautauqua Inc. Consultants