"Lean" has become the mantra for many companies these days
where the introduction of various lean concepts, methodologies, and
approaches to improving processes has taken their organizations to new
levels. The manufacturing world has especially become more focused on
this due to increases in competition, both foreign and domestic. Manufacturers
are constantly looking for ways to reduce waste and improve their productivity
so they can not only improve their bottom line, but sustain and hopefully
build on what they currently have for market share. As a result, many
"Lean Programs" have been developed with a variety of results.
Approaches to implementing lean numerous. Lean is oftentimes confused
with simple firefighting approaches to problem solving where the crisis
of the day is addressed, sometimes documented, and hopefully prevented
from returning by infusing a policy or procedure. Lean might be introduced
to an organization via an edict from top management whereby costs need
to be reduced via a short term streamlining of processes. A lean program
might also be introduced, and oftentimes owned, by an individual within
the company who has previous experience with or read about lean. Unfortunately,
these approaches rarely work nor sustain themselves. This is why they
are often referred to as "drive-by kaizens" where the process
for continuous improvement is just another program that has a beginning
and an end.
Let’s make sure everyone is clear. Lean is a continuous process for
improvement where responsibilities are assigned and proven methodologies
are introduced and sustained. Proper training for employees is key so
that people will understand what lean is and will not view it as someone
else’s project. The main issue here is simply that a company must have
a plan and a structured approach within the organization to address
lean and the improvements it can generate.
Many companies have, in fact, introduced lean into their organizations
with the mindset that it will be part of the culture by which
the company operates. The plan is driven from top management down through
the supply chain, which is a necessity for any implementation whether
it be lean, or a Quality Management or ERP system. A culture, to be
more specific a new way of doing business, needs to be created
which is often difficult. We are all creatures of habit and habits are
tough to break. Companies that have been successful in implementing
Lean into their organizations have invested time and capital, and have
solicited a commitment on the part of all employees to insure that Lean
is not just another program. Lean must be a process that is embedded
in the organization. Employee training, the proper facilitation of this
training, and an ongoing measurement of process and progress ensures
results and a significant return on that investment.
This is the true challenge that companies face and it is the only true
way to keep a Lean Process from being a short-term project.
