Check your countermeasures. Are they clearly defined? Do they really address the root causes of the discrepancies? Are deadlines stretched or postponed? Are they specific enough? That will ensure more discipline in the follow-up of your audit. Problem 5: Audit results depend on the auditor. Some are more lenient than others. The problem can either be caused by a lack of good standards, which equals lack of an objective point of reference, or by the subjective phrasing of the audit questions. Problem 6: During lean audits high-level managers look into details of processes that are normally not their responsibility, like checking oil levels during a TPM audit.
It is unclear who the auditors are and who should check what. You must understand that there is a difference in the purpose of audits performed by different levels of management and that the structure of audits should be tailored to reflect that purpose. But if in your company you have found any of the six problems described above, there is only one thing you can do: look at them as you would at any non-compliance to the standard and get into countermeasures as quickly as possible.
A background in HR, manufacturing and quality gives her a useful, broad and varied range of experiences. Robert is in charge on all that the institute does for its manufacturing customers. A coach and consultant of lean implementation projects, and a creator of workshops and lean solutions, he gained his experience from working many years in automotive, electronics, food, appliances, medical and metal industries.
Here's a minute excerpt of his talk, with some great insights into the state of lean thinking. Two things are not negotiable: A planned audit of a lean process has to happen, no matter what. This way everybody knows it is important; Regularity is key remember that your goal is not to find discrepancies but to improve processes, and make standards stick so that they will be followed as a habit. But how frequent is frequent enough? Remember: Lower levels of the organization check the actual condition and control the process. Middle levels audit to understand where their subordinates do not control the process or do not see problems and therefore need support and development.
Top-level management audits to show the importance of audited tools and processes and coach the rest of the organization in key lean principles. The consensus should be reached through hierarchical levels of the organization, starting from high levels to down catch-the-ball. Make decisions slowly by consensus, considering all options, implement decisions quickly Nemawashi. Do not choose a single direction and follow a path until you have thoroughly examined the alternatives.
When selected, move quickly but cautiously down the road. Nemawashi is the process of discussing problems and possible solutions with all stakeholders, to gather their ideas and reach agreement on a way forward. This process of consensus, although time consuming, helps broaden the search for solutions, once a decision is made, the stage is set for rapid implementation.
Build leaders who fully understand the work, live the philosophy, and teach others. Build leaders, instead of buying outside the organization. The leaders must be models of the company's philosophy and way of doing business. A good leader must understand the daily work in great detail, so that he or she may be the best teacher of philosophy of the company. In addition to training, is also initiated an awareness campaign through posters may be showing other companies working with the Lean Manufacturing System, and that conditions are going to see our company in the future we have planned.
Develop exceptional people and teams who follow the philosophy of your company. Create a strong and stable culture that values the company, values and beliefs are widely shared and lived through a period of many years. Empowering people with skills of teamwork within the company's philosophy to achieve exceptional results and work hard to strengthen the culture continuously will help to reach awareness.
10 Common Mistakes When Starting a Lean Transformation
Use computers to perform various functions to improve quality and productivity and improve the flow of the solution of difficult technical problems. The effort takes place when people use tools to improve business. Make an effort to teach people how to work together as teams toward common goals. Teamwork is something that must be learned for becoming a learning organization through reflection hansei and continuous improvement kaizen. Once you have implemented a stable process, the use of continuous improvement tools to determine the cause of inefficiencies and implementing effective countermeasures.
Design processes that require almost no inventory. This will make visible the loss of time and resources for all to see. Once the waste is exposed, have employees who use a process of continuous improvement kaizen to remove it. Protect the organization knowledge base by developing stable personnel, slow promotion, and very careful succession systems. Use hansei reflection in the main reference points and after you have completed a project, openly identify any shortcomings of the project.
Develop countermeasures to avoid the same mistakes again. Learn the best practices standards, rather than reinvent the wheel with each new project and each new director. After months of work in Phase 1, plans have been revised and revised again. The policy also has changed during this process and the plan and is completely finished and defined.
It is published again. The policy includes the development and deployment of the mission, vision and values. With the help of equipment implementers, internal and external, developed statements of mission, vision and values for the organization. However, these are not just statements, and actually represent the rudder and sails of the ship in which the entire organization moves, so without this mission and vision is to walk aimlessly.
The same day that the policy is issued is the formal start of the Plan of Implementation of Lean Manufacturing in the company and formally notified to all levels, the exact start date according to the Master Plan. In phase 2, the plan from Phase 1 is implemented. Phase 2 has duration of 3 to 6 months and consists of 19 steps. This is very important that the planting team is made up of personnel with extensive knowledge of lean manufacturing techniques, as will be the example to follow and will also be essential that some members have participated in Phase 1, because it will be a better understanding of the objectives.
Check the area thoroughly where it will be to implement and compare plans, if it is something different, correct the plan, but whenever it is necessary to make any changes should first be changed documents. Selection Criteria: The area should be representative of the main product, to contribute to the competitive strength of the business, innovation is a good chance for success and the solutions must be usable in other parts of the company. Location of the current process: Cost and volume of the product, rates of outputs, ground work, volume inventory and processing time.
Apply 5S to work in an organized area. Use visual controls so no problems are hidden. Use simple visual indicators to help people determine immediately whether they are in a normal condition or deviating from it. Avoid using a computer screen where the employees focus outside the workplace.
Design simple visual systems at the site where work is done to support flow and pull. Reduce your reports to a single sheet of paper whenever possible, even for their most important financial decisions. Sort SEIRI consists of removing the workstation area or all objects that are not required to perform the task, either in production areas or in administrative areas.
An effective way to identify these elements must be eliminated is called red tagging "is a red card expulsion is placed on all items which are considered not necessary for the operation. Then these elements are taken to a holding area. Later, if it was confirmed that they were unnecessary, they are divided into two classes, which are used for another operation and will be discarded useless.
Order maintenance has to do with improving display of items of machinery and industrial installations. Some strategies for this process of "everything in place are: painting floors, clearly defining work areas and locations, with silhouettes of tables and modular shelving and cabinets to have in place things like a trash, a broom, mop, bucket, etc.
From the point of view of Total Productive Maintenance TPM involves inspecting the equipment during the cleaning process. It identifies the problems of leaks, failures, faults or any type of defect. Cleaning includes, in addition to the activity of cleaning work areas and equipment, application design to avoid or at least reduce the dirt and make safer work environment. The only standardize work continuously obtained when the three principles above. At this stage or phase should be made permanent , the workers who carry out programs and mechanisms designed to enable them to benefit themselves.
To build this culture may use different tools, one of which is the location of job site photographs in optimal conditions so that they can be seen by all employees and remind them that this is the state which should remain, one is development of rules in which they specify what should be done every employee with respect to your work area.
Discipline SHITSUKE means to prevent breaking the established procedures, only if it implements discipline and compliance with rules and procedures already adopted will enjoy the benefits they provide. Discipline is the channel between the 5 S's and continuous improvement. Implies: control periodic surprise visits, employee self, respect for themselves and for others and quality of working lives: Create a culture of sensitivity, respect and care of company resources, Discipline is a rule to change habits and the morale in the workplace increases.
All team members should work with the same objective and need to develop criteria on can rely on when making assessments. Base: register hour by hour, standardized method, time out, Pareto analysis, collection of quality data, diagram of fish and control of activities. Activities for Managers and Supervisors: Identify the basic elements of lean manufacturing, standardized work, the source of quality control, review the performance evaluation of each of these areas and make the necessary adjustment. All methods used in the area should be standardized.
Standardized tasks are fundamental to continuous improvement and strengthening of the employee. Use stable, repeatable methods everywhere to maintain predictability, timing, and regular output of your processes. It is the foundation for the method of flow and pull. Capture lessons learned on a process to the point of standardizing best practices today. Allow individual creative expression to enhance the standard practices, and then incorporate it into a new standard so that when a person moves you can train the following people.
Start working with inventory on the floor. Standardized work means that all operations are always carried out well and steadily, synchronized with customer requirements. The standard work is created, so that the required levels of quality are achieved and maintained. Within the standard work, labor movements are repetitive and the repeatability released the employee of the need to constantly think about what to do next or adjust their movements.
The work is performed in a given sequence, stabilizing, maintaining and controlling quality. Worksheets or sheets of process should be standard, contain the same information and the format to everyone involved to find the information in the same location for all processes. Make adjustments if necessary to establish the flow in one piece eliminating the batch system. The most important changes deemed necessary to achieve synchronization of flow, reduce inventory and increase value added in the process, fundamental objectives of lean manufacturing.
Pull System called Kanban, is a tool based on the operation of supermarkets, means in Japanese "label statement. Before implementing Kanban, it is necessary to develop a production level to smooth the current flow of material, it must be practiced in the final assembly line, if there is a large fluctuation in the Kanban process integration will not work and will otherwise disorder, also have to be implanted SMED systems, small batch production, Jidoka, visual control, Poka Yoke, productive maintenance, etc.
This is a prerequisite for the introduction of Kanban. Should also be taken into account the following considerations before implementing Kanban:. Determine a production scheduling system for final assembly to develop a joint production and labeling. We must set a path that reflects material flow, this implies designate sites for there is no confusion in the handling of materials, making it obvious that the material is out of place. It must have good communication from the sales department to production for those seasonal items cyclic intensive production, so as to notify you in advance.
Production control is the integration of the different processes and the development of a JIT system, in which the materials will arrive in time and quantity required at different stages of the process and if possible including suppliers. Process improvement facilitates improvement in the various activities of the company through the use of Kanban, this is done by engineering techniques waste elimination, organizing the workspace, reducing model changes, use of machinery vs.
Use based on demand , multi-process management, device for the prevention of errors Poka Yoke , error-proof mechanisms, preventive maintenance, Total Productive Maintenance TPM , reduction of inventory levels. Since the flow is established in one piece, it may be necessary to make some changes in the methods and process sheets. Make changes as required and develop the Manual of Standard Work. Toyota's managers recognize that the key is in the details, so ensure that all work is highly specified in terms of content, sequence, time and results.
When installing a seat in the car, for example, the screws are tightened in the same order, the time it takes to tighten each screw is specified, and so is the torque which should tighten the screw. This accuracy applies not only to repetitive movements of the production workers but also the activities of people, regardless of their specialty and their authority.
The requirement that each activity is specified is the first unwritten rule of the system. You put it in raw form, the rule seems simple, something you'd expect everyone to understand and follow easily. But in reality, most managers and their peers outside of Toyota not take this approach to work in the design and implementation, although they think they do. Let's see how the operators in a typical auto assembly plant installed a front seat in the car. They are supposed to take four screws in a cardboard box, take them with a torque wrench in the car, tighten the four screws, and type in a code on the computer to indicate that the work was done without any problem.
Then expect the next car arrives. New entrants are trained by experienced operators, who teach by demonstrating what to do. A senior colleague can be available to assist the operator again when you have difficulty, such as a screw or to enter the code in the computer. This sounds very straightforward, what is wrong with this? The problem is that these specifications actually allow-and even take "considerable variation in the way operators do the work. Without anyone noticing, there is much room for the operator to place the screws back in a different way than does the experienced operator.
Some operators can place the front screws then screw back, others to the contrary. Some operators may place each screw, then tighten them all, others can cash them one by one pressing. All this variation translates into a poorer quality, lower productivity and higher costs. More importantly, it prevents learning and improvement in the organization because it conceals the variations between how the worker does his work and results.
In the plants of Toyota, because the operators new and old, direct and indirect are a well-defined sequence of steps for a particular job, it is instantly clear when they deviate from the specifications. Although complex and unusual activities, such as: training a work force experienced in a new plant, launching a new model, changing a production line, or changing a part of one plant to another, are designed according to this rule. After standard work, reduced inventories, set the one-piece flow is necessary to formalize the methods that were established in accordance with the requirements of the area where it is working.
Make the necessary tests in the areas where you need to make adjustments for changes in product, model, and part number to make the necessary changes. SMED stands for "change model single-digit minutes. Since the change must take from last good piece to the first good piece less than 10 minutes. This system was developed to shorten the preparation time machine, allowing making smaller batches.
The exchange procedures were simplified model using common or similar elements commonly used. Facilitate small batch production, reject the formula for economic lot, run each part each day make , achieve the lot size of 1 pc, making the first piece right every time, changing model in less than 10 minutes. Much time is wasted thinking about what to do next, or waiting for the machine stops.
Tasks reduces planning time the order of the parts, when changes occur, what tools and equipment needed, how people speak and materials required inspection. The aim is to transform a routine event the process, leaving nothing to chance. The idea is to move the external time to external functions. The study of timing and methods will find the fastest and best way to find the internal time remaining.
The nuts and bolts are one of the major causes of delays.
The unification of measures and tools can reduce the time. Duplicate common parts for assembly operations will do so this time winning outside of internal operations. For best and effective model changes are required teams of people. Two or more people collaborate in positioning, range of materials and use of tools. The effectiveness is contingent upon the practice of the operation.
The time spent is well worth the practice because it will improve the results. Implies that the best adjustments are not needed, so is used to set the positions. It seeks to recreate the same circumstances than last time. How many adjustments can be made as external work is required to fix the tools. The adjustments needed space to accommodate the different types of matrices, dies, punches or tools as required standard spaces.
It is also necessary to validate these changes and so we are gradually reducing waste, and to standardize can be analyzed more quickly when problems arise or when it is possible to make some improvement. Start working on autonomous maintenance, where the operator takes care of your workspace. Total Productive Maintenance TPM aims to create a corporate system that maximizes the efficiency of the entire production system, establishing a system to prevent losses in all business operations.
This includes "zero accidents, zero defects and zero failures" throughout the life cycle of the production system. It applies in all sectors, including production, development and administrative departments. It relies on the participation of all members of the company from top management to operational levels. Obtaining zero losses is achieved through the work of small teams. The TPM allows differentiating an organization in relation to its competition due to the impact on cost reduction, improved response times, reliability of supplies, knowledge possessed by the people and the quality of end products and services.
TPM seeks to:. Develop a system of productive maintenance throughout the life of the equipment, involve all departments that plan, design, use, or maintain equipment, in implementing TPM, actively involve all employees, from top management to floor workers.
Promote TPM through motivational with autonomous small group activities originating: zero accidents, zero defects, zero breakdowns. The TPM process helps build competitive capabilities from the operations of the company, through its contribution to improving the effectiveness of production systems, flexibility and responsiveness, reduced operating and maintenance costs of "knowledge" industry.
Start creating a system where only needed to make a point to know if something is working as we want by means of visual control. Visual Controls are a set of tools and visual aids that we facilitate the development of activities necessary to meet an easy and effective way any activity that requires the development of a product. The purpose is to visually identify the resources tools, parts, work instructions, and performance indicators of the production system so that everyone involved can understand in the light conditions and needs of the system.
Visual controls are designed by the service departments engineering, quality, materials which are respected by all plant personnel, and maintenance is responsible for installing them. Visual controls used are:. Poka Yoke Flags; is used to display performance indicators of the production model and the results per hour. Module information; assigned place within the production area to place current and relevant information of the area.
Kanban; a signal to prevent overproduction and ensure that the parties will be pulled from season to season and from cell to cell when required and in the correct amounts. Actual tests before adopting new technologies in business processes, manufacturing systems, or products. Reject or modify technologies that conflicts with their culture, or could disturb the stability, reliability and predictability.
However, encourage your staff to new technologies to consider when looking for new approaches to the job. Quickly implement fully the technology demonstrated in tests that can improve your processes flow. At this point there is control of the plant using lean manufacturing and analyzing the results obtained in each step of implementation is time to make the connection or interface with the System of Material Requirement.
Phase 4 , Integration may take 2 to 6 months and the objective of this phase is to establish permanent links between all areas and departments of the plant, as well as linkages with customers and suppliers. This phase consists of 17 steps. Here the teams that developed in the first three phases have combined efforts to integrate the entire plant in the Lean Manufacturing System. Since the beginning of phases 2 and 3 will be posted here all the activities undertaken during Phase 3.
Formally publish all commitments have been fulfilled and what is the status of the organization by making a comparison with the initial evaluation, the results have been obtained, to what level is and how it is working. The process for separating the functions to use common technology and information, process information, without explanation, or duplicate functions, and allow different points of view work areas.
Here all the engineering departments will participate with their comments, ideas and commitments in the change that is taking place. Concurrent Engineering is the design methodology of a process or product that includes the simultaneous participation of Engineering, Operations, Accounting, Planning, Customers, Sales and other areas. The goal is to reduce the cycle time of introduction and design, and reduce or eliminate subsequent changes and quality problems involving multifunction devices.
All changes must be reflected in the Process Sheet and this department should be linked to the information system of the plant. Since we have all the plant working on lean manufacturing, we also need all our suppliers to work with this system and the first step is to make an assessment, determine your condition and make a commitment. Go appending suppliers and subcontractors to the Supply Chain of the plant to establish more direct control over them. Apply Extended Quality Function QFD, Quality Function Deployment that will help us understand the requirements of our customers to implement a strategy that allows us to satisfy.
Establish the links that allow us to better communicate with our customers and be better informed on how we are delivering our products and know what we can do to meet your expectations. In this last step of phase 4, we need to analyze all the work done and what have been the results to make the necessary changes in the strategies. Last of Phases, Phase 5, Excel, is forever and forever, must be carried out throughout the life of the organization since it is continuous improvement.
This phase consists of 12 steps. Kaizen Continuous Improvement comes from two Japanese words "Kai" means change and "Zen" meaning improvement. So we can say that "Kaizen" means continuous improvement. The two pillars of Kaizen are the teams and Industrial Engineering, used to improve production processes. In fact, Kaizen focuses on people and process standardization. Its practice requires a team of production personnel, maintenance, quality, engineering, purchasing, and other employees that the team deems necessary.
It aims to increase productivity by controlling the manufacturing process by reducing cycle times, standardized quality criteria, and methods of work operation. In addition, continuous improvement also focuses on eliminating waste, identified as "dumb" any movement, work or unnecessary inventory in the process , in any form. If a process produces defective items to be scrapped or reworked, labor, materials, time and movement are all wasted, but remember that not only wasted work that adds value to the product are waste operations that are necessary but do not add value to the product, and also useless in the process operations walking and waiting times , operations that were carried out to produce a paper to be reworked or wasted.
The Kaizen strategy begins and ends with people. With continuous improvement, a direction to guide people to improve their ability to meet expectations of high quality, low cost, and delivery in time, continuously. Kaizen works as a team and not individually to try to achieve the objectives. If we take the equation of world class in Figure 3.
Six common problems you encounter during lean audits
Against the Western perception of Kaizen, which has reduced the whole concept of the simple syllogism of "continuous improvement" is actually more a philosophy than we need to return because of its importance for our purposes. The best writing on this subject is Dr. Innovation, the real secret of success lies not only in constant improvement; new solutions must be found to old problems.
It is easy to cite examples of companies with which to hear their names immediately come to mind expectations of innovation. It is necessary to break with patterns and paradigms and inject large amounts of creativity to our normal lives if we really want to resume our way of doing things. Continuous improvement; it is also true that we all remember products or companies that were the great innovation and yet they have disappeared. A simple but representative example is the format and the domestic VCR Beta. Where are they now? How long they stayed on the market?
Why did they disappear? Simply because they lacked continuous improvement. Process oriented; this is an interesting topic especially if we recall the total employee involvement and commitment that we want to cultivate it. When Kaizen says we should orient more to process the results, means that we must focus our systems to recognize and reward the effort and dedication rather than performance measures.
Sadly not even have metric of the effort and much less for the results. Humility management; this is a difficult subject, given the excessive political dimensional imbalance. Within many organizations, the political dimension occupies an important than the sound foolishly or human.
Let us ask again what it is the Japanese secret for success. Creativity; definitely creativity is the basis of innovation and continuous improvement. Policy development work, systems of suggestions and provision of resources, should focus on cultivating the creative thinking of employees. Rigid policies cows are sacred to Tom Peters, and rigid systems dramatically hinder creativity in employees.
In this last phase, and the teams have gained an experience that has led from the formation, regulation of its function to performance or enforcement to genuine transformation. Publish all the activities of phase 4 on the ground. Any person should realize the changes and improvements that have taken place.
When it has been made of the existing control is necessary to consider new challenges and try to think about what you never thought to analyze things and getting away from the conventional view that there are ways of doing and thinking totally different paradigms break. Encourage all staff to contribute ideas to improve and create work teams to give them up to ideas. Having a manufacturing system that allows the flexibility of the process, equipment, machinery, areas do not require staying in the same position, which are movable and can be restructured.
The correct process will produce the correct results; create continuous process flow to bring problems to the surface redesign work processes to achieve high value-added, continuous flow. Strive to reduce to zero the amount of time that any project needs to work instead of sitting idle and waiting for someone, work on it. Click to move material flow and information and to join the process and people together so that problems arise immediately. To be competitive will also be necessary to devote part of their profits to research and develop new methods and technology to improve products and processes.
Assembly line, identify the stages of product assembly, determine the sequence assembly, determine the percentage of sales distribution based on cost and production volume, determine the requirements of the tools, cell manufacturing, sequence the process, material properties size, type, shape of raw material. Operators are also encouraged to participate in all innovations. The introduction of automated equipment should have personnel with expertise in this type of equipment.
10 Common Mistakes When Starting a Lean Transformation | Quality Digest
Always exchange experience helps them gain more knowledge and ideas that can be tested. It is very important that progress be made known outside the plant through leaflets, newspapers, magazines, since it is a way to establish a commitment to Lean. Conclude that it has reached this point is very important because all the people who worked for months or years will feel the satisfaction of having reached a goal that not only crossed a road, but they achieved what they set out from the Master Plan and can continue working on continuous improvement.
Below are the most important organizational factors to have a success lean manufacturing implementation:. The training has other synonyms factor used in the industries that define this term, for example: training, education, cross training, etc. Training is one of the key organizational factors to successfully implement techniques LM. Employee involvement. Any work unit cannot supply itself with all aspects needed for optimal operation. To be considered for the organization, department, work area as part of a system, it must consider all members of the same as a unit or a whole.
Typically, the organization is divided into three levels of work, which are: managerial, administrative and operational. A cornerstone for the successful implementation of LM is the total involvement of both the production floor personnel, as senior executives.
So that it is effective, staff must share the vision and be properly trained in its grounds LM.
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The involvement of employees is the most important human factor for the category, in most cases refers to the level operator, but in some others, supervisors and department managers. Increasingly, companies encourage teamwork training quality circles, teams consisting of product development, etc. A task force is a self-directed team that organizes people in a way, be responsible for a certain performance or area. The team takes on many of the responsibilities previously assumed by other people and gives emphasis to the start of the delegation of authority, which is another organizational factor is explained below.
The English word "empowerment" means strengthening or empowerment, is the fact to delegate power and authority to employees and give them the feeling that they are masters of their own work. The delegation of authority leads to entrust the job to the right person to take you out and to make decisions.
It is important that the company delegated authority to its workforce and let them know their limits of authority. To be autonomous, it is important that the workforce possesses various skills, such as the ability of diagnostic, analytical skills, decision making skills, etc. One feature of empowerment is that the maximum benefits from information technology are achieved. Compensation system. Systems of compensation, reward or recognition develop pride and self-esteem and workers are vital to achieve the goals of the company.
People with authority are an inherent sense of pride in their achievements and contributions to the company. Recognition systems, both psychological and concrete can increase these feelings. Often these systems in an environment of LM should be more oriented teams in their recognition of job performance and specific achievements. In a case study, communication and rewards were affected by lack of mutual respect and trust and thus impeded the progress of the organization during the design and implementation of techniques for LM, and Steud Yauch, Various compensation systems such as point systems, systems for production, systems and product quality, etc.
The application of them is in accordance with the needs and objectives that the company has. Management support. The factor "management support" is an important pillar in the design, development and continuity of the LM techniques. When making a plan to implement the ME in a company, it is necessary that the conception of the idea is approved and encouraged by the highest levels of the company.
The origin of the idea of applying the ME, not necessarily arise from the strategic plans of the company, but it must be incorporated into them if they are to implement a change of this magnitude. The facts that simply approve the implementation of the ME without taking the real involvement, participation and support both physically and financially, has a tendency to lead to unsuccessful implementation of the LM. The support and management support with planning and developing a strategic direction of a program I offer reliability and continuity to all employees involved in this deployment.
Communication within any organization is essential for good performance and system feedback. If you do not have a clear dissemination of information, it is possible that the changes do not reach all areas involved in the organization or even the plans of activities are covered, as well as the improvements are not approved by all involved. Communication systems play an important role as they should be effective. Resistance to change. It is necessary when performing the program and implementation plan of the LM in the training factor, deepened the concept of advantages and disadvantages of this tool, and so that the employees involved seeing that change being made is for the benefit company and all employees.
It is necessary to consider that if a company worked a long time under a production system and now want to switch to another system, there is resistance to this change. It is very common to hear "we've always done it", "so we're fine," "that does not apply in this company", etc. One of the reasons for employee resistance is personal, involving a desire for change, for example, motivation, custom operating systems already defined and training. Another common reason is the culture of the organization, since this is the one that guides the conduct of workers and there may be some fear of not complying with the activities of radical changes in the way I do things in certain transactions, fear that their position is affected downsizing.
The objective of this manuscript is on technical factors affecting the successful implementation of the LM techniques in order to make a recommendation for a better method of application. The results of this investigation following the meta-analytic methodology identified the following technical factors impacting the successful implementation of the LM techniques:. Each of these significant factors, linked with a percentage improvement in the place where I applied the techniques to determine the success of the technique.
We can conclude that it is very difficult for companies wishing to implement any of these techniques, what organizational factors should be considered for successful implementation, because there are a lot of them, this research has discovered and provided what organizational factors are needed for successful implementation. Based on the information given in the previous chapter, we present the model we recommend for the implementation of Lean Manufacturing and explain how the model was validated.
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Downloaded: Introduction Once the company recognizes the need to change to compete, we need to define a way forward in implementing Lean Manufacturing. The Guide to the Implementation of Lean Manufacturing is divided into 5 phases: Phase 1: Plan, the duration is from 1 to 6 months. Phase 2: Apply, the duration is from 3 to 6 months.
Phase 3: Display, the duration is from 2 to 12 months. Phase 4: Integration, the duration is from 2 to 6 months. Phase 5: Excel, forever and ever. Steps of phase 1: plan Phase 1: Plan is the most important phase for the Implementation of Lean Manufacturing as it will largely depend on its success or failure. Step 1: assessment of current status This is the initial step of implementation and it will be done by an initial team of implementation, where each and every one of their members must know the current status of the organization and help to make a deep analysis of the Manufacturing Assessment Lean in which 16 areas of the organization are assessed.
Step 1. Mapping Terms Used: Material Flow : The movement of material through the plant for the manufacture of products. Steps to Draw Mapping: Choose a product family or product. Draw a map to future. Develop Implementation Plan. Now that we should know a diagnosis of current status can start working with an action plan. Steps of phase 2: apply the Implementation In phase 2, the plan from Phase 1 is implemented.
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Step 2. Project Performance Measurement Base: register hour by hour, standardized method, time out, Pareto analysis, collection of quality data, diagram of fish and control of activities. Should also be taken into account the following considerations before implementing Kanban: Determine a production scheduling system for final assembly to develop a joint production and labeling. The use of Kanban systems is linked to small batch production.
It should be noted that those items of particular value should be treated differently. The Kanban system will be constantly updated and improved continuously. TPM seeks to: Maximize team effectiveness. Visual controls used are: Andon System; communication system between modules of production and service departments. Bottlenecks; workstation which is the restriction of the process in the production module. Work instructions; it is a visual description of the method of each operation on workstations. Steps in phase 3: deploy After applying Lean Manufacturing Techniques in the Area of Pilot Area Home or applications must be extended to other areas of the plant or organization in Phase 3, extended or folded that it can take 2 to 12 months and consists of 16 steps.
Step 3. To do this you must meet the following points: Clearly define the operations performed by each machine and the tasks performed by each operator. Train operators to be multifunctional.