Lean is not this month's quick fix for doing more with less and doing it in half the time - If you are not committed don't bother getting started because you will do more damage to the organization than if you did nothing at all!
Lean, however, is not something you undertake to realize short-term improvements - it is, on the other hand, a new way of thinking about your business and a new way of executing business activities. Some Lean practitioners have indicated that some Lean change efforts can take as long as two years to accomplish.
Lean Manufacturing is aimed at the elimination of waste at every facet of production including customer relations, product design, supplier networks, transportation, and factory management.
Its goal is to incorporate less human effort, maintain less inventory, expend less time to develop products, and utilize less space. All of this in order to become highly responsive to customer demand and achieve compliance excellence all while producing top quality products in the most efficient and economical manner possible.
The good news is that Lean works and will net you tremendous improvements all along your supply chain operations. The bad news is that once you turn down the Lean road you will never ever be done. Lean is a living, breathing organism that you must constantly nurture in order to sustain and build upon your improvements.
Get lazy for one minute and you will find that the organization will slip back into its old habits and your improvements will erode.
Foundational to Lean is the Leadership that is required to set the stage for the Lean implementation, manage the change process that Lean will inevitably require in order to gain organizational buy-in, and establish the accountabilities that are essential for Lean success. Why should you attend this webinar?
The first virtual training program in the lean series - Achieving Lean Operational and Compliance Excellence - Lean Leadership - looked at the role leadership plays in a successful on-going lean implementation.
This webinar will begin by looking at lean in terms of its characteristics, considerations, tools and techniques. The Gemba reports or the reporting process results in the identification of areas, processes, operations, actions, etc. requiring improvement.
The Gemba triggers improvement action. What to look for and how those findings are identified is addressed in this session, in terms of the "8 wastes" and 4Ms - man, machine, material, method.
Once issues are identified, root causes must be determined and that means problem-solving. There are many approaches that can be applied and the most common will be covered. Finally, the principle that defects can only be prevented by carefully simplifying processes so that mistakes/human error are impossible to make is addressed.
This principle or process is called mistake-proofing and is fundamental to lean. Numerous examples of each lean principle will be presented to aid in understanding and enhance learning.