LYSIPPE - Formation Lean Management, Réduction des frais généraux

At least 30 ways to miss your Lean transformation

Wednesday 21 January 2009 by emmanuel
  Table of contents  

 11 - 20

- 11 : Overproduction. Believing that there are never enough products for customers, nor enough WIP to match delivery dates. Just producing without counting, without stopping equipments, with the biggest batches [1], this allows, some say, to make economies of scale and to lower costs. The best CAMM and ERP are very fond of these beliefs...

- 12 : Jump on "a theory of the solution" to solve a problem. "The more it fails, the more it will succeed". (Shadoks’ proverb). To want a solution to silence the problem. To want a "solution", it’s willing company fossilization and no more going ahead.

- 13 : Not getting rid of "monuments", in which we have heavily invested in the past, and that are blocking flow, anti-safety devices, and technicians-intensive equipments.

- 14 : Blind optimism. to believe that when a pilot workshop has been made, everybody’s going to accept change with enthusiasm.

- 15 : To believe it’s easy.. To believe that the potential savings demonstrated by the new process will be maintained without management oversight. Unfortunately improvements’ list wont ever shorten. Continuous improvement has no end.

- 16 : Not to lay down to support departments (Methods, Maintenance, Quality, Logistics,...) to be on the starting blocks to help manufacturing to solve problems. Not to set up the "stop at first defect" rule and "on the spot" diagnosis.

- 17 : Wanting to speed up rates of all equipments, at all costs. The more you rush production processes, the less you master them. You’ll have to stabilize quality yields, and then to master productivity results little by little without losing quality focus.

- 18 : To want to increase bottleneck capacity by capex. . On one hand bottlenecks are "wandering", on the other hand Lean asks you to use your brain rather than your money.

- 19 : Not to commit to people, continually move people from one workshop to another. Constantly make use of interim and temporary labour, that comes and goes. The most important asset of the company is its human resources.

- 20 : Content oneself with excel sheets and indicators. Not to go see for one’s-self, on the floor, to get his opinion. Not to dig the details. Taiichi Ohno’s command : "Go see!"

[1Some people call that "economic quantities"!

[2In Workplace Management, Productivity Press, Chapter 30. To explain that getting rid of useless things and putting in order, this is not "Sorting in stores", but throwing away even your unnecessary production, and ensuring that you do not need to move anything when you try to catch what you want. He also explained that Clean and remove microbes, the 2 following S have nothing to do with painting machinery, floor, and color lines on the floor, but rather create a discipline and a rigour, taught by the closest responsible.


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