Companies around the world, in all aspects and in all industries, are now addressing lean manufacturing issues and concerns, one way or another. The fact that all companies need to reduce operation costs and expenses make up to the companies ever – enduring efforts and initiatives to adopt lean manufacturing principles.
There are numerous companies that fall and file for bankruptcy every now and then. The corporate world is alarmed because even the staunchest and most stable companies in the past decades are beginning to show signs and indications of deterioration and weakness nowadays.
Here are few lessons learned from lean practitioners
Many lean practitioners recommend that those embarking on their lean journeys start with lean education first. This includes observing things that work for other companies with similar manufacturing issues.
A common theme expressed by many lean practitioners is the desire to learn and work out the lean mathematics, processes, and disciplines manually or on commonly available spreadsheet and graphics tools prior to implementing their knowledge in more sophisticated lean software.
Long-serving lean practitioners are finding they must implement technology to institutionalize their lean process knowledge to scale and meet demand for visibility from the rest of the enterprise, which wants to optimize its demand and supplier processes to take advantage of newfound manufacturing responsiveness.
Striving for incremental success, lean is a process of continuous improvement. As one user described it, “If you’re striving for one piece flow, but it now takes you eight steps, then drive it to five, then three, and then one.” In other words, don’t wait until it’s perfect. Execute, learn from your experience, and perform another kaizen event when you understand the next steps.
To be successful with lean, your employees must be willing to adapt to change and embrace critical self evaluation. Many companies also credited the success of their lean projects to the buy-in and commitment from senior management.
Beyond supporting the cultural change required to support lean thinking,changes in inventory and assets can appear to have a negative impact when measured through standard accounting practices. Executive buy-in helps overcome this hurdle when lean accounting practices haven’t yet been implemented.
Today’s Quote:-
The most dangerous kind of waste is the waste we do not recognize. ~Shigeo Shingo
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