Lean Transformation

Cultural Enablers and Enterprise Alignment

Suresh Patel

• Publisher: Productivity Press
• Year: 2016
• Print ISBN: 9781498743365
• eBook ISBN: 9781315352008
• Topic: Negocios y empresa
• Subtopic: Operaciones

Books in the Quality and Business Excellence series can help readers improve customer value and satisfaction by integrating the voice of the customer into design, manufacturing, supply chain, and field processes. Lean Transformation: Cultural Enablers and Enterprise Alignment is about the Lean system. It begins by describing the reasons why so many Lean implementations fail and explaining why managers need to focus their valuable time on early adopters rather than on trying to convert resistors.

This book describes the guiding principles of the Shingo process for continuous improvement layout and evaluation. It examines the principles, systems, and tools of continuous improvement and demonstrates how to deploy these proven methods in plants and distribution centers.

The book covers time-tested continuous improvement process tools and practices, including the visual workplace, mistake proofing, PDCA, 5S, Heijunka, standard work, Kaizen, and value stream mapping. It also examines Lean performance measures and introduces a comprehensive Lean tool assessment system.

Presenting seven proven techniques for altering and guiding a Lean culture, the book identifies a formal process for overcoming common roadblocks. It also illustrates the proliferation of the Lean initiative across an organization's various sites.

This book describes how proper assessment of Lean system tools can help your organization remain focused on system standardization and boost your organization's sustainability efforts. It includes job descriptions of various roles in the improvement process, including those for Lean supervisor and Lean team leader, as well as a glossary that defines key terms.

Appendix 1: Attributes of a Truly Lean Organization

Finally, you know you are Lean if

•  You can see what is going on without asking

•  Everyone

•  shows up and

•  “pulls the cord”

•  Supervisors are

•  checking the process, checking the process, checking the process, checking the process, checking the process

•  Everyone in the organization is regularly on the shop floor

•  Every process is standardized and documented

•  Problems are embraced, not shunned

•  You cannot find the WIP

•  The janitor has standardized work and a production pacing board

•  You can eat off the production machines

•  No one can remember when a shipment date was missed

•  People ask “Why? Why? Why? Why? Why?” and no one gets mad at them

•  Management is concerned that they are gaining market share too quickly

•  The no. 1 selling book at Crossword is about your company’s success

•  Companies from around the world are learning new words … in your language

•  Customer buyers start ordering weird products with standard lead times … just to win bets with friends

•  Your company moves production back into the original garage, but with $500 million annual sales

•  The only place you can find any dust is in the scrap bins

•  You think you find a problem. No kanbans. Then you learn everything runs in single piece flow

•  The parking lot is one big FIFO lane

•  You could not buy a Coke with your monthly cost of nonconformance (CONC)

•  You have a drive-through lane to take your customer’s order and then load it into the truck

•  Machine manufacturers come to look at their TPM’ed machines in your plant before designing their next model

Appendix 2: Job Description of a Lean Supervisor

A. JOB DATA

Job position: Supervisor (SV) Code:

Function: Supervisor Area: Production

B. SUMMARY (DESCRIBE BRIEFLY THE POSITION GOALS)

Coordinate the area that is responsible, managing and giving orientation for operators under his responsibility, to develop activities according to plant goals.

C. MAIN RESPONSIBILITY (DESCRIBE ACTIVITIES DONE CONSIDERING FOUR BASIC QUESTIONS: WHAT DOES HE DO? HOW DOES HE EXECUTE? WHICH KIND OF EQUIPMENT DOES HE USE? WHY DOES HE DO IT?)

Participate in the manager meeting and define strategy for his area to achieve the goals defined by the plant manager.

Reinforce out-of-line resources provision (man, maintenance, material, safety, and environment) to reduce the line problem impact.

Participate to develop new processes (equipment, tools, materials, and methods), and be responsible to introduce it in line.

Consolidate production results, and prepare and present it in the manager meeting.

Daily analyze the production results and take action when there is a need to recover delays (quantity, overtime, HR issues, etc.).

Analyze production, quality, safety, cost, and delivery issues, and take actions according to TPS to improve the productivity and operators environment.

Daily check the quality and the productivity on each line, checking problems and making follow up in the countermeasures. Check if group leaders and team leaders are orienting operators according to the operation standard, standardized work, using check sheets correctly, and 5S.

Control the cost in his area.

Give orientation about MESH (environment, safety, and health), TPS, and the Toyota way.

Participate and encourage your staff to develop Kaizen Circle activities.

D. QUALIFICATION

D1—Obligatory qualification

Academic background: completed college/university

Experience: more than five years in the industrial operation

Language: Portuguese and English (basic)

D2—Desired qualification

Academic background: production or mechanical engineer, high school completed at technical school (SENAI)

Experience: group leader experience

Language: Japanese

Additional knowledge: proactive, organized, and good relationship among operators and areas

D3—Training and skills

According to the manufacturing area

E. ORGANIZATIONAL STRUCTURE

Plant manager	Second-level manager
Department chief	First-level manager
Supervisor	Job description title
Other staff below this manager	Direct staff below
–	–
Plant manager	Human resources

Appendix 3: Job Description of a Lean Team Leader

A. JOB DATA

Job position: Team leader (TL)
Code:

Function: Team leader
Area: Production

B. SUMMARY (DESCRIBE BRIEFLY THE POSITION GOALS)

Coordi...

Table of contents

• Cover
• Half Title
• Title Page
• Copyright Page
• Dedication
• Table of Contents
• Foreword by Madan Mohanka
• Foreword by Taiichi Ohno
• Acknowledgments
• Making It Big in Manufacturing Product and Providing Service
• SECTION I Lean Culture Enablers
• SECTION II Principles of Continuous Improvement Process
• SECTION III Continuous Improvement Process TOOIS and Practices
• SECTION IV Lean Performance Measures and Performance Assessment
• Appendix 1: Attributes of a Truly Lean Organization
• Appendix 2: Job Description of a Lean Supervisor
• Appendix 3: Job Description of a Lean Team Leader
• Conclusion
• Glossary
• Bibliography
• Index
• About the Author