By Chris A. Ortiz
Making Lean paintings: “In-the-Trenches” support from a World-Class Expert
Lean production can enhance productiveness and caliber, shorten lead occasions, decrease bills, and increase competitiveness. notwithstanding, succeeding with lean isn't really effortless. Chris A. Ortiz, one of many country’s most precious lean implementers, indicates you precisely easy methods to triumph over stumbling blocks, force price from lean, and maintain luck for the lengthy term.
Ortiz attracts on his event best many profitable lean transitions and greater than one hundred fifty kaizen occasions. He exhibits you ways to organize for a lean store ground atmosphere, enforce most sensible perform tactics and criteria, construct govt help, lead kaizen in the manufacturing facility, and care for the ups and downs you'll unavoidably encounter.
Forget thought: this can be a step by step, what-to-do advisor for pros within the trenches—plant and engineering managers, lean managers and administrators, Six Sigma practitioners, and dealing engineers.
Topics lined include
• Seven purposes lean can fail—and the right way to conquer them
• setting up profitable kaizen courses: champions, occasions, groups, objectives, monitoring, and scheduling
• warding off early obstacles in facts assortment, waste removing, and procedure design
• Getting your operators and supervisors to “buy into” lean
• education managers, engineers, and new employees
• selling flexibility and cross-training
• utilizing lean to force progress, not only retailer money
• Lean management made uncomplicated: twelve functional suggestions, 5 uncomplicated rules—and ten issues to not do
• pattern audit, monitoring, and time learn kinds
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Additional info for Lessons from a lean consultant: avoiding lean implementation failures on the shop floor
The 1065 line was to be supervised by someone who had no lean background and had not been trained to manage this type of a process. This individual quickly moved people around, added unneeded people, and forced the operators to ignore single piece flow and create excessive work in process, all in an attempt to increase output. Suddenly, the line supervisor and I found ourselves in a fight to keep the process in control. I was patient at first, explaining to the new supervisor how the line was intended to operate.
The production lines also had ample room for improvement, but the biggest opportunity was outside of manufacturing. Even so, a decision was made to redesign the assembly lines first and postpone improvements in order processing and inventory. Based on this decision, X-Corp shifted gears, scheduling an on-site time study as well as data collection training, which I considered to be the nuts and bolts training for the journey. Although I was not completely disappointed with the company's decision and change of focus, I would have preferred to see some effort devoted to inventory issues.
These units were about the size of a 25-inch television. I asked each member to collect data for time studies, inventory analysis, on-hand quantities, and waste analysis. This time I was intent on being prepared and going in fully armed, and no one could persuade me differently. I felt it was time to take this lean journey in a different direction and planned to ask my team to perform the duties needed to implement a lean process and really make it stick. As with the first kaizen event, we were told not to do any up-front planning so that it could be done by the team during kaizen week.