Manufacturing organizations in each of these situations can certainly benefit from a Lean manufacturing transformation. However, if the decision to engage is based on the wrong reasons, efforts are doomed to fail.
A manufacturer that is in a mature state of their Lean transformation is usually preceded by mountains of hard work, a complete transformation is a hard feat to accomplish. The reality is, that the odds are stacked against a manufacturing organization pursuing this lofty goal. A lot of things must come together in order to be successful. In this blog, I will provide a list of reasons that manufacturing leaders should consider, and often are the root cause of failure for these initiatives.
These do not cover every possible scenario; however, they provide some common reasons I have observed in my work over the years with many manufacturers. Please understand, these reasons are often interconnected, enablers of the others, and unfortunately the root cause of each other. As you can tell, most of these reasons are related to personnel issues as opposed to process. I say this, because continuing down a path that will lead to a lot of wasted efforts and discouraged people, hopefully, is something you can avoid.
On the other hand, if you are committed to changing and would like assistance please contact us to discuss your specific needs. If you are serious about implementing Lean manufacturing and want to get the results that evade most manufacturers, schedule a time to discuss your situation and how we can help.
How does your business compare with world-class performance? Take our business self-assessment and find out. This post is a follow up to our previous entry: 6 Elements of a Successful Lean Manufacturing Implementation. Here are the remaining elements: 4. Lean Daily Management Process — All leaders within the business will need to embrace the process in which continuous Leading an organization through a Lean manufacturing implementation is no easy feat.
Every manufacturer has its own challenges. Whether it is the culture within the business, the state of the industry, customers, or anything in between, accomplishing this task has This post is a follow up to our previous post: 5 Common Lean Implementation Pitfalls.
See below the remaining pitfalls. Fascination with the tools — Lean manufacturing has many technical tools that have enamored many manufacturers because they are fun to implement Many manufacturing leaders make the decision to bring a Lean implementation to their organizations. I would implement a system i. Employees in our company just stopped using the system as it was designed. However, I had the discipline to sit down, analyze what went wrong, and get back in the fight.
The light bulb would always come on when I stayed the course. Finally, I realized I needed a great follow-up system to ensure ALL systems were working as designed. I named that follow-up system, The System Buster Locator.
Six Sigma Lean uses live personnel audits to stave off and battle system failure. Furthermore, employees are often tipped off as to when, or approximately when, an audit will be conducted. This action can be submitted in about one minute. With the submission, management is immediately alerted about the problem or non-conformance. Then they can act quickly to fix the issue. About the author: Curtiss Quirin is a business executive with more than 25 years of experience leading manufacturing operations.
During his career at General Motors, Delphi and The Stanley Works, he was permitted a wide scope of autonomy directing many diverse functions, including: manufacturing, industrial engineering, sales and marketing, finance, and supply chain management. He has deployed lean techniques on the factory floor — from single-cell kaizen workshops to improving the value stream across multiple plants.
Factories that he has managed are suppliers to Toyota, Honda, General Motors, International Truck and many aftermarket customers. This was accomplished by utilizing value stream mapping, decoupling operations, cellular manufacturing, establishing managed buffers, kanban material flow and standardized work. Curtiss is a certified Green Belt Six Sigma problem-solver, and has written and published several articles on lean.
We encourage you to read our updated Privacy Policy Hide. Toggle navigation Toggle search. Subscribe Today Reliable Plant Newsletters. You can probably add your own thoughts to this list, but here is my best shot: Not used as an overall business philosophy People vs. About the Author Curtiss Quirin.
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