Lessons From a Lean Consultant · Avoiding Lean Implementation Failures on the Shop Floor by Ortiz, Chris A. -- Read -- Imperial Library of Trantor

Index

Preface Acknowledgments About the Author Introduction

Gung Ho! Lean Training The First Kaizen Event Struggling with Change Raising the Bar: 5S Implementation Improving Work Instructions Lack of Accountability The Second Kaizen Event Giving Up on Lean End of the Journey The Three Main Drivers of Product Success

Cost Quality Delivery

The Big Picture

Owners Employees Suppliers

The Strategic Purpose

Productivity Quality Inventory and WIP Floor Space Use Throughput Time

Creating Your Strategic Purpose

Estimated Annual Improvement to the Metrics

Productivity Quality Inventory and Work in Process Floor Space Throughput Time

Departmental Responsibilities

Purchasing Engineering Sales and Marketing Production Control Maintenance

Chapter Wrap-Up Creating the Company Kaizen Program Kaizen Champion Kaizen Events

Kaizen Event Selection Kaizen Team Selection

Manufacturing or Industrial Engineer Quality Engineer Facilities and Maintenance Personnel Materials Operator Line Operators Management

Kaizen Team Leader Selection Kaizen Event Date and Length Kaizen Team Goals and Expected Results Kaizen Event Planning Kaizen Event Budgeting

Kaizen Steering Committee

Kaizen Champion General or Plant Manager Engineering Manager Manufacturing Manager Human Resource Manager Purchasing or Materials Manager Maintenance or Facilities Manager

Kaizen Event Tracking and Scheduling

Tracking

Pre-event Items Post-event Items

Scheduling

Kaizen Event Communication

Kaizen Event Tracking Sheet Kaizen Newsletter Communication Boards Employee Suggestion Box

Monthly Kaizen Meeting

Open Action Items Past Kaizen Event Results and Lessons Learned Upcoming Kaizen Events

Getting Started

Schedule a Meeting with Upper and Middle Management Schedule and Conduct the First Kaizen Meeting Create the Kaizen Event Tracking Sheet

Your First Kaizen Event

Planning

Selecting the Area Selecting the Team Leader Selecting Team Members

Week of the Kaizen Event

Day 1 Days 2 and 3 Last Day

Chapter Wrap-Up 5S and the Visual Workplace

Mistakes in Straightening Mistakes in Sustaining

5S Audits 5S Tracking Sheet

Time and Motion Studies

Use a Stopwatch Document the Work from Start to Finish Collect the Work Content First

Waste Removal

High-Priority Waste Medium-Priority Waste Low-Priority Waste

Quality at the Source Workstation Design

Lines versus Work Cells Physical Flow

Conveyor Belts Conveyor Rollers Lift Tables Workbenches Mobile Lines

Material Presentation Tool Presentation Operator Fatigue and Safety Painting and Lighting Documentation

Chapter Wrap-Up Standard Work

Following the Work Content Using Single Piece Flow and Controlled Batches Staying in the Workstation Maintaining Communication Working within Effective Hours

How to Get Them Involved

Using the Kaizen Suggestion Box Kaizen Steering Committee Floor Representatives Involving Operators in Data Collection

Lean Manufacturing Training Chapter Wrap-Up Training Programs for New Employees

Level 1: Company Product Overview Level 2: Quality Overview Level 3: Introduction to Lean Manufacturing

The Seven Deadly Wastes 5S and the Visual Workplace Standard Work Effective Hours Kaizen

Level 4: Mock Line Training

Cross-Training Program

Levels of Progression

Novice Certified Trainer

Progression of Temporary Workers Cross-Training Matrix

Training Managers and Engineers

Managers Engineers

Chapter Wrap-Up Lean Goals Pay-for-Skill Program

Number of Certifications Years of Experience Attendance Kaizen and Kaizen Event Participation Quality Errors

Providing Incentives for Good Ideas Chapter Wrap-Up Poor Leadership Traits

The Master Delegator The Yes/No Manager The Crisis Junkie The Poor Decision Maker The Personal Boss

A More Congenial Leadership

Acknowledge and Involve Your Staff Provide an Environment in Which People Can Be Successful Do Not Humiliate Anyone Who Works for You Create an Environment Where Mistakes Are OK Remember Personal Details Don't Hide behind Your Position Be Approachable Admit Your Mistakes Listen in a Way That Encourages Employees to Talk to You Be Clear in Your Requests Stand behind Your People Be a Good Communicator

Effective Lean Leadership

Ten Signs of Incompetent Lean Leaders Five Lean Leadership Rules for Success

Chapter Wrap-Up The Seven Deadly Wastes Key Elements of a Company Kaizen Program 5S Audit Form 5S Tracking Sheet Time Study Sheet

1 Case Study: How Lean Failed 2 The Change Commitment 3 The Lean Infrastructure: Kaizen 4 Early Stumbling Blocks 5 Operator and Supervisor Involvement 6 Lean Training Programs 7 Lean Manufacturing as a Growth Creator 8 Lean Leadership Made Simple Appendix A Quick Reference Appendix B Supplemental Material

Glossary Index

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