In order for an organization to achieve total lean transformation, it must do more than simply eliminate waste and increase value: it must also change its culture. Changing the culture of a company is a long-term process that begins with effective lean consulting from a trusted leader. Lean Synergy International (LSI) can help your company make the transformation to operational excellence by, among other things, coaching management on how to support and drive change culture throughout your organization. Lean transformation does not happen overnight. It begins with a company’s ability to take an honest look at its productivity, profitability and culture. The average time it takes an organization to accomplish a lean transformation is three years, and the process is usually broken out into the following stages: Site Assessment Flow Kaizen and Six Sigma events Strategy deployment planning Supply chain management Lean management Understanding Lean Principles Before your company can make the leap from business-as-usual to lean transformation, employees at all levels must understand lean principles. This takes time, as it involves a complete overhaul in the way that managers and workers view the company and their role in it. When you enlist the help of LSI, your lean consultant will provide knowledge sharing on the following lean principles: Assigning value for each product family based on the customer’s standpoint Mapping the value stream for each product family and eliminating non-value added steps Tightening the sequence of value-creating steps to create smooth product flow towards the customer Enabling customers to pull value from upstream activities Encouraging transformational thinking that encourages employees at all levels to take personal responsibility for solving problems and improving processes Transformational Thinking The biggest piece...Read More
Strategy deployment planning, also known as hoshin kanri, is a high level approach to ensuring that your company reaches its organizational goals. It differs from traditional annual planning methods in that it involves employees at all levels of the company and targets specific financial and safety objectives, not just general improvements. Strategy deployment planning is one of the most sophisticated lean management tools available and as such, it is most effective when implemented as part of a comprehensive lean management system. First Steps Towards Strategy Deployment Planning In order to reach your organization’s goals, it is imperative that you first identify the specific issues that are holding the company back. These key business issues can be anything from stale inventory to lack of productivity to safety hazards. A site assessment can help you pinpoint the areas in which your business needs improvement; after that you can use hoshin kanri to map out the process for implementing the necessary changes. Hoshin Kanri: Precision Lean Management Tools There are seven stages involved in the strategy deployment planning process, each with its own set of tasks and challenges. These include: • Identifying mission-critical issues within your business • Establishing specific techniques for addressing these issues • Defining your organization’s long-term goals • Developing Lean strategies for achieving those goals The key to mastering this process is to involve employees at all levels of the company, not just executives and managers. In order for hoshin kanri to work, every individual within your organization must take personal ownership of his or her area of expertise. Once the initial steps of strategy deployment planning have been completed, the implementation process can begin. This process involves...Read More
In order to make the most of lean principles, at some point your organization will need to implement an effective supply chain management practice. This is perhaps the most sophisticated piece of the lean business model. It requires high level supply and demand analyses and statistical data and without it, your company will never fully reap the benefits of the lean model. As a lean management tool, supply chain theory suggests that the synchronization of both internal and external suppliers is not only possible, but essential. In order to accomplish this synchronization, businesses must not rely solely on forecasting to plan their purchasing trends. This is in part because traditional forecasting techniques are often used by purchasing departments to bulk buy rather than capacity plan with suppliers. By capacity planning, companies can determine their suppliers’ manufacturing capability to deliver JIT (Just in Time), and provide real-time market visibility for the following participants in the supply chain: Outside suppliers of raw materials or sub-assembly parts Internal departments supplying inventory to their downstream counterparts Procurement channels Before Supply Chain Management Historically, businesses have used an Annual Operating Plan (AOP) to provide their purchasing departments with forecasts for order quantities. Although the AOP has always lacked the strategy and data needed to accurately determine the levels of inventory and resources that will be needed, it was the best model available for many years. Companies had to have a way to communicate their expectations to their sales teams, and in turn, their scheduling and procurement teams would simply order the amount of inventory they were expected to sell. This inevitably resulted in either stale inventory or stocks outs (or...Read More
Increase the percentage of defect-free products.
Now that you’ve had your six sigma and flow kaizen events, you’ve gained some insight into how to bring your company closer into alignment with a lean manufacturing model. You’ve seen where redundancies exist in your assembly line, how stale inventory is hurting your bottom line, and why it’s important to focus your company’s resources exclusively on value-added activities. With all this knowledge plus a solid lean management practice, you will be in a position to take your organization to the next level.
In order to provide your company with the maximum benefits of our Lean Six Sigma services, Lean Synergy International (LSI) will begin with what’s known as a lean assessment. During the lean assessment, LSI will spend time carefully evaluating your company’s products and services and their strategic importance to the growth of your business.
In a combined effort with your company’s leadership team, LSI will perform a thorough value stream map evaluation. The results of this evaluation, along with the current state value stream map, LSI’s lean leadership and your management team will determine areas in need of improvement and develop a plan to achieve lean excellence.
As part of a comprehensive set of lean quality management tools, setup reduction can lower your organization’s overhead costs and improve your ability to meet customer needs. It does this in part by allowing you to reduce lot sizes, which in turn eliminates excess inventory and allows for greater flexibility in filling special orders. The consultants at Lean Synergy International (LSI) can help your organization achieve monumental reductions in setup times so that you can enjoy a leaner, more profitable workflow.
Setup reduction is defined as “the reduction of the amount of downtime during changeover from the last good piece of one order to the first good piece of the next order.”