Hi All,

I've been tasked with a tough task and that is to for a Global Lean Group from four our mfg sites (2x USA, 1 inChina and 1 in Europe) lean coordinators. The initiative got kicked off because our management wasn't able to facilitate sharing of best practices between the sites :cool: .

From what I can see:
Our board of directors believes that lean is set up reduction and 5S
The Us plants management doesn't know MBWA
The only machinery that gets managed and scheduled and reported are primary machines
I got them map out their structures and summarize metrics and revision methods and saw that each plant does something comletely different.

The question is: Where and How do I start the allignment process? I have only lean coordinator in each plant, plus bonus of external corporate lean champion and european OM and GM on my side.

The question is: Where and How do I start the allignment process? I have only lean coordinator in each plant, plus bonus of external corporate lean champion and european OM and GM on my side.



You need to take a step back and get a few things accomplished with "upper management":

1) Understand the business plan and strategy for the organization.

2) Understand what they hope to see from going down this route.

3) Identify the current baseline of the organization, and those elements that are critical to achieving the business plan/strategy.

4) Begin aligning the key elements of the strategy with tactical (day-to-day) elements necessary to achieve that strategy.

Depending on how serious your organization is about going down this path, I may be able to assist. It would take 3-5 days of sitting down with upper management and key personnel in order to accomplish steps 1-4.

China can be especially challenging. I just made spent three weeks back in June reorganizing the facility of a joint venture. I'll be going back in September to review their ability to sustain those changes.

Wayne

Hi Wayne,
Thanks for your suggestions, I'll definitley try to present up the way that we actually can't do much without them telling what is critical to business today.

Let me ask you one thing about the Chinese guys. I suspect that what I'm presented with is much different from what I would see on the shopfloor if I went there. Do you find it the same?

Thanks for your suggestions, I'll definitley try to present up the way that we actually can't do much without them telling what is critical to business today.


Just remember that those at the top often forget to speak in normal terms, they focus on the language of accounting. There interest will be in how this endeavor will help to:

Improve Margins
Grow the top line
Grow the bottom line
Improve cash flow
Reduce capital requirements
etc.


Just telling them that it will makes easier or faster probably won't win their complete support.



Let me ask you one thing about the Chinese guys. I suspect that what I'm presented with is much different from what I would see on the shopfloor if I went there. Do you find it the same?

That depends, and it is important to keep in mind that the different perspectives simply come from a different frame of reference. If the only thing they are familiar with is commonly seeing facilities that are cluttered and dirty, having a floor that is always swept could seem to be a huge difference.

When it comes to a Lean transformation, it is critical to see the operation for yourself if your going to be involved in the process. It isn't something that can be done afar. Where is the facility in China located and what do they produce? I usually spend time in the areas of Ningbo/Beilun, Shanghai, Hangzhou and Beijing.

Also, the biggest challenge will be the culture. Many of the factory workers simply come in, put their heads down and grind out parts. You find a lot of people challenging the status quo.

Wayne

Hi Wayne,
Let me ask you one thing about the Chinese guys. I suspect that what I'm presented with is much different from what I would see on the shopfloor if I went there. Do you find it the same?

WRT the Chinese, be careful not to generalize. Just like when you audit a north american vendor, they present their best and you sometimes find exceptions on the floor.

Everyone wants to be successful. Get the OM/GM in China on board. Do a stakeholder analysis and make sure his/her objectives match with the other managers. The GM in China may have a very small/specific set of objectives from his boss preventing (real or perceived) him from getting on board.

Steve