Lean is a philosophy. More than being a formula for instant profit earning it is a Strategy that keeps your business on the right track for ever, till the employees trust & follow the principles. Lean is a way of life, a belief system that ensures positivity and acts as a game changer for your business every single time. One of the keys to a lean implementation is to become a learning organization through relentless reflection and continuous improvement. Lean makes fundamental changes in the system, corrects the habits and pulse of the organisation to set it in tune with the global bests of discipline, efficiency and profitability. A lean system doesnot mean a perfect system that doesnot face difficulties. But it means a sustainable system that never fails to rectify a problem and keep the organisation up and running.
Lean is a doctrine of set of strict principles which when adhered to from the shop floor upto the top management is sure to have massive positive response across the organisation, which reflects in the working environment, the smooth functioning of all processes and most importantly on the numbers in your balance sheets.
After years of research and study on the subject and with the knowledge gained by our work with a number of companies across the world, we bring to you a list of Do’s and Dont’s in order to simplify your journey to getting Lean,. The following list of do’s and don’ts is aimed at keeping manufacturers focused on the right thing rather than indulging in the ultimate waste: wasting time.
- Do perform a root cause analysis to understand wasteful habits. This analysis requires the question “why” be asked at least five times to find the original root cause of waste in the facility.
- Do create a process map to clarify steps that occur with team members from cross-functional departments. Having this visual recreation of the steps can eliminate wasted time caused by misunderstanding a verbal explanation.
- Do develop a value stream map to differentiate the value added steps of a process from the non-value added steps, sum the time for each individual step and determine how much time is given to a process.
- Do Base your management decisions on a long-term philosophy, even at the expense of short-term financial goals.
- Do create a continuous process flow to bring problems to the surface and Use visual controls so no problems are hidden.
- Do Use pull systems to avoid overproduction build a culture of stopping to fix problems to get quality right the first time
- Do levelling of the workload in order to work like the tortoise, not the hare; slow and steady progress is known to win much more races.
- Do get tasks and processes standardized as this is the foundation for continuous improvement and employee empowerment.
- Use only reliable, thoroughly tested technology that serves your people and processes.Make decisions slowly by consensus, thoroughly considering all options; implement rapidly.
- Do develop exceptional people and teams who follow your company’s philosophy and respect your extended network of partners and suppliers by challenging them and helping them improve.
- Don’t move forward with a lean strategy without first ensuring the processes being evaluated and optimized are consistent and predictable. Standardized tasks and processes are the foundation for continuous improvement and employee empowerment.
- Don’t cover up. The problems identified need to be eradicated, from the root cause immediately. Visual tools must be used for transparency with no room for ambiguity Covering up of mistakes is yet another mistake in actual.
- Don’t haste in decision making, Haste only in the implementation of tested and proven decision. Be quick to solve issues but never to adopt the new. All new technology & processes must first be optimised as per the old people and processes.
- Don’t optimize a bad process. Ensure current and future processes are accounted for when implementing lean initiatives.
- Don’t stop improving. Lean is a continuous process of learning. You must never stop improving and adapting to new and better changes.
- Don’t dilute the company principles for short term achievements. The company principles of customer satisfaction, continuous improvement and waste elimination along with all other lean principles must be followed even at the cost of some short term discomforts.
- Don’t waste – time, money or resources. Anything that doesnot add value to the final product is a waste, excessive inventory, transportation, safety margins etc. These are to be avoided. Waste is to be eliminated
- Don’t react negatively to individuals for statements or ideas brought forth about lean processes. As long as ideas are presented in a respectful manner, they should be documented and considered.
- Don’t lose your patience, Lean takes time to root its way into the nerves of your business. But once its accepted and built it, it would stay strong as long as the philosophies are remembered and believed in.
- Don’t delay in your decision to get Lean. Start today, right now, right away
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