Page 114 - How To Implement Lean Manufacturing

How to Do Lean—Cultural Change Fundamentals 93

Research Press, 1981). They define a problem as, “the difference between what is and
what should be.” Furthermore, they break down what most of us call problems into
three types of concerns. These three concerns are problems, decisions, and potential
problems. It is great reading and I recommend it to all. And by all, I mean all, not just
those interested in Lean.
Back to problems for a moment… Once a leader
develops his plan, he has just created a whole series
of problems.
Point of Clarity A key role
Just how has he done that? As soon as he creates
goals, he now has created a new “should be.” For of a good leader is to create
example, if OEE is 60 percent and the goal is to problems where no problems
achieve 85 percent, the OEE “should be” 85 percent— previously existed.
et voilà!—the manager has created a problem for
someone else.
In a Lean plant, problems can be broken down into three categories. We will have
problems when we have:
1. No standard
2. A standard that is not met
3. A standard that is not ideal

Problems of type 1 and 3 fall generally within the province of management to solve
or resolve. The most typical problem is type 2 and these problems need to be solved by
everyone. Such problems include the typical customer complaint, the production
demand that is not met, the quality standard that is not achieved, and the delivery date
not met. In addition, type 2 problems include internal problems such as OEE (Overall
Equipment Effectiveness) not achieved or cycle time degradation. Early in the Lean
initiative, it must be made clear that everyone is responsible to solve problems. It is the
challenge of management to engage everyone in problem-solving activities. As the ini-
tiative develops, it can be determined how this is approached. For example, some have
used small group activities such as quality circles with great success. At a minimum, all
employees should be taught the “5 Whys.”
It is not this large group of problem solvers that is most crucial to the initial phases
of a Lean initiative. Most crucial is a small cadre of very talented problem solvers. Even
in a facility of 500 people, only three or four are usually required. Many problems, espe-
cially in the early days of implementation, are easily solved by a wide range of person-
nel, including group leaders, production supervisors, technicians, and of course
engineers. However, some problems will crop up that require more technical skills than
the typical group leader, production supervisor, or technician will have. In addition,
some of these problems require significant dedicated time to do the data gathering and
analysis. Many production workers, even if they have the skill to solve these problems
do not have the block of time so they can do the necessary data acquisition, reduction,
and analysis. These three or four talented problem solvers should be versed in plant
operation, as well as a wide range of problem-solving techniques.
There is yet another issue with problem solving that is not well understood by
many—that is, the process of standardization is just another name for the process of
problem solving. So those who are good at problem solving are also good at standard-
ization. The opposite is also true: Those who are weak at problem solving will be weak