Let’s face it, the manufacturing world’s obsessed with lean this and six sigma that. But how many of us are actually walking the talk?
Firstly, a few quick definitions and facts. The term ‘Lean Manufacturing’ was coined by John Krafcik in 1988 and popularised by Jones and Womak in 1996 in their book ‘Lean Thinking’ written as a result of their study of the Toyota Production System. Flow manufacturing was actually invented by a British engineer Frank Woolard in 1925 who worked at Morris Engines in Coventry.
Overproducing?
First off, let’s talk about overproduction. It’s the mother of all wastes, yet I’ve lost count of how many factories I’ve wandered into where it’s running rampant. The solution? Embrace pull systems, folks. Kanban’s not just a buzzword; it’s your new best mate. Start small, perhaps with a single line or product family.
Have You Checked Your Inventory?
Now, onto the thorny issue of inventory. “But we need buffer stock!” I hear you cry. Rubbish. What you need is a root cause analysis of why you’re hoarding all that stuff. Is it unreliable suppliers? Fluctuating demand? Production hiccups? Identify the culprit and tackle it head-on. Your warehouse manager might have kittens initially, but he’ll thank you when he’s not playing Tetris with pallets anymore.
Motion Waste
How about motion waste? Time and motion studies might sound as outdated as a fax machine, but they’re gold dust. Get your stopwatch out, map those processes, and you’ll be gobsmacked at what you uncover. A simple reorganisation of workstations can slash non-value-added time faster than you can say “productivity boost”.
Moving Materials Arounds
Transportation’s another sneaky one. If your materials are doing more travelling than a gap year student, it’s time to rethink your layout. Cellular manufacturing isn’t just for the big boys – even small shops can benefit from grouping processes. It’s not rocket science, but the impact can be astronomical.
Place People at the Core
Now, here’s where it gets a bit controversial – your people. Yes, they’re your greatest asset, but let’s be honest, they can also be your greatest source of variability. Standardised work instructions aren’t about turning your team into robots; they’re about consistency. Involve your operators in creating them. They know the job better than any consultant ever will.
How Many Defects are You Seeing?
Defects – the bane of every production manager’s existence. Poka-yoke devices aren’t just fancy Japanese words to impress the board; they’re simple, often low-tech solutions that can drastically reduce errors. And for heaven’s sake, stop relying on end-of-line inspection. Build quality into the process, not onto it.
Patience Isn’t Always a Virtue
Lastly, let’s talk about waiting. If your WIP could tell the time, it’d be bored stiff. Balancing your line isn’t a one-time thing; it’s an ongoing process. Takt time shouldn’t just be a number on a whiteboard; it should be the heartbeat of your operation.
What Next?
There are so many more examples, but I imagine you get the gist of it. These aren’t just theoretical concepts; they’re that can transform your operation. For sure, implementing them isn’t always a walk in the park.
If you’re scratching your head wondering where to start, or if you’ve tried and hit a wall, why not drop me a message at Shepherd Partnership? noah@shepherd-partnership.com
References:
Emiliani ML, Seymour PJ. Frank George Woollard: forgotten pioneer of flow production. Journal of management history. 2011 Jan 11;17(1):66-87.
Womack, J.P. and Jones, D.T., 1997. Lean thinking—banish waste and create wealth in your corporation. Journal of the operational research society, 48(11), pp.1148-1148.
Womack JP, Jones DT, Roos D. The machine that changed the world: The story of lean production–Toyota’s secret weapon in the global car wars that is now revolutionizing world industry. Simon and Schuster; 2007 Mar 13.