Page 122 - How To Implement Lean Manufacturing

How to Do Lean—Cultural Change Fundamentals 101

The Level of Interdependence
The level of interdependence of activities is a truly amazing phenomenon, and espe-
cially so in a Lean implementation. Most people would like to think the systems of the
world work independently and are simple and linear in nature. It makes them easier to
understand. Seldom is this true. More often than not the systems of the world interact
with interdependence rather than independence. For example, as you begin to reduce
the variation in production rate, implementing such Lean techniques as load leveling
using heijunka boards, many other aspects of production will sympathetically change.
For example, the workload on individuals will stabilize and they will become more
comfortable. As they become more comfortable, they make fewer mistakes and as they
make fewer mistakes, scrap is reduced, buffers reduce in size, and the workload varia-
tion and the production rate variation are further reduced.
The changes resulting from interdependent causes are often large and hard to fore-
see by the novice and are sometimes unique to your circumstances. They are an area
where the best advice I can give you is twofold.
• First, look for them, so when they appear you will be prepared.
• Second, on these topics listen very carefully and defer to your sensei since many
of these interactions are not only counterintuitive, they are paradoxical.
For example, we have already discussed the paradox of change in Lean. In addition
there is the paradox of jidoka; which is “We shut down the system so the system can run
continuously.”

The Emphasis on Foundational Issues and Basics
Support by top management on the foundational issues must be applied to a degree
seen by no other initiative. There are few things a manager does that are so culture
changing as the implementation of Lean, and when the culture needs to change, man-
agement must lead the way. I can say with certainty that, next to inadequate leadership,
the most common reason facilities do not reach their goals is a marked weakness in
addressing the foundational issues.

• If you find a weakness in one of the foundational issues, immediately fix it. Don’t
ponder, don’t budget, don’t meet to discuss it, and don’t organize—just fix it.
• If you have concerns that one of the foundational issues may be weak,
immediately improve it. Again, don’t ponder, don’t budget, don’t meet to
discuss it, and don’t organize—just fix it.
• If you see a problem appear that should not be present, and if this problem
is related to a foundational issue, attack it with a 24/7 approach until it is
fully understood, and then aggressively implement the corrective actions
necessary.
Spare no effort on this topic.
All deficient foundational issues are crises, requiring immediate attention, and
need to be managed as such. They are emergencies and do not lend themselves to the
time-consuming decision-making of optional activities. They are not optional, they are
crises. In effect, the patient is bleeding uncontrollably, and the bleeding needs to be
stopped. In such cases, we don’t seek out advice from others, we don’t request permission