LEAN Implementation Step By Step - Where to start? What to include?

[John Broomfield]

Dear Users,
I have a big request. Company where I work wants to implement Lean.
My job is to plan training for employees. Where should I start? I do not want to miss anything.
Where should I start? I do not want to miss anything. How to plan such training?
Is this sequence is appropriate: 5s, Kaizen, Poka Yoke, VSM, TPM?
What other tools are necessary?

thank you in advance
Przemek

Przemek,

Start with a process-based management system that meets the requirements of ISO 9001.

In developing your management system focus on the actions taken to add value and prevent nonconformity - customers are willing to pay for these actions but not for sorting good products from bad products (aka: inspection).

Continue to involve everyone in 5S (and TPM) to make it easier to see and remove the waste. This new work environment can have a powerful effect on the mindset of everyone involved.

Then revisit your core process (including the key processes of marketing, selling and designing) with value stream mapping to determine the huge opportunities to eliminate causes of waste and to increase time and resources available to add value.

Run the most valuable improvement projects first using your process-based management system to lock in the gains.

Most important: as you improve capacity in production make full use of that increased capacity with improved selling of improved products so you avoid laying off workers.

Have the leaders explain this plan not to use lean to lay people off.

Involve everyone including marketing, sales and design to make your business more sustainable.

Good luck,

John

 

[DanteCaspian]

... as you improve capacity in production make full use of that increased capacity with improved selling of improved products so you avoid laying off workers.

Have the leaders explain this plan not to use lean to lay people off.

Indeed. In many cases you will be able to create jobs as you preform some resource allocation/relocation, removal of waste and identification of areas for improvement to add value. At my current facility we increased labour and promotions by 10% in the last three years. Wages were also given a shot in many arm.

Some jobs were dissolved as there function was to 'move the waste' and be pat of the inefficiencies, but the people in them now have better and more fulfilling roles! It was a rough and uncertain start for them. You need to be mindful of that! Often, only when they looked back at photos and in conversations of 'how it used to be' did it hit home.

 

[SpongeMouse]

make 5s your foundation and for mind setting. its the most basic for lean.

can be easily manage and control.

just my 2 cents

 

[Project Man]

5S is a very practical tool that gives manufacturing workers a sense of accomplishment and give visual results to the worker immediately. However, If you don't give them the "big picture" and teach them what Lean is then you can end up creating more waste than you started with. You end up with a lot of people cleaning and creating procedures with no end goal.

 

[Soon Loy]

5S and Lean are inter-connected and form part of an integral management structure. I suggest that both programmes be run concurrently with the level of lean principles applied without over-powering 5S and not psychologically imposing on the workers as well.

 

[Claes Gefvenberg]

Hmmm, I think it may be best to start with a 5S. It's a simple, direct concept that is easy to communicate and should be applied to subjects that are easily understood.

I agree, not only for the reasons already stated, but also because it paves the way for further improvement if general order improves. The reason for my recommendation to start with 5S is that we did not... and regretted it bitterly.

/Claes

 

[csabszeg]

I think the very first step is to explain & show the differences between traditional thinking and lean thinking.

Very good example to demonstrate the way of different thinking is to ask the people to fold a T-shirt (t-shirt needed ). I'm almost sure that they will fold in a traditional way (as "I always do, and my mother did, and my grandmother did" and so on). Then show the short video about the quicker way of t-shirt foldig. (you can find many videos about it on youtube, just try "folding t-shirt or something like this)
This is a good example that there is always a better way. People will not forget this example. Years after this training you'll tell them "t-shirt folding" and everybody will know what are you talking about.

 

[Chance]

Manufacturing company, employs approximately 250 people. More than 70% are production workers

I like your second name...

I think it is very important to start educating people about 5S and Lean. A lot of people don't know what those are. Provide specific details and examples about each waste. Show them what happens if Lean gets implemented.

 

[tzuyulk]

I think the very first step is to explain & show the differences between traditional thinking and lean thinking.

Very good example to demonstrate the way of different thinking is to ask the people to fold a T-shirt (t-shirt needed ). I'm almost sure that they will fold in a traditional way (as "I always do, and my mother did, and my grandmother did" and so on). Then show the short video about the quicker way of t-shirt foldig. (you can find many videos about it on youtube, just try "folding t-shirt or something like this)
This is a good example that there is always a better way. People will not forget this example. Years after this training you'll tell them "t-shirt folding" and everybody will know what are you talking about.

Thank you!!! this is a great idea and i might use it on my presentation. Thanks for the big brain storm after days of no clue

 

[csabszeg]

You are welcome.
I translated into English and attached a presentation with notes, hope you'll find some useful ideas for your presentation.
I show this pps for the new operators and talk about the importance of the lean thinking.
My English isn't perfect, so, please close your eyes to my faults.