Page 126 - How To Implement Lean Manufacturing

How to Do Lean—Cultural Change Fundamentals 105

• It is a continuous improvement tool because, as soon as a defect is found,
immediate problem solving is initiated, which is designed to find and remove
the root cause of the problem.
• In the design case, the line does not return to normal operation until it has
totally eliminated the defect-propagating situation.

When Line Shutdowns Are Not Practical
First, and without delay, we need to work on all the foundational issues mentioned
earlier. They need to be analyzed, prioritized, and aggressively brought to maturity. If
this is not done, there is no hope for real progress.
Second, while working on those foundational issues, we need to do some other
things.

1. Change the attitude toward defective materials. Make sure the concept of
defective material advancing in the system is unacceptable and that it must be
reduced. Make sure “continuous improvement” is understood by all.
A. Teach it, preach it, and do it.
B. Measure it and post it.
C. Make sure that all know we cannot send scrap to the customer; the customer
is the next step.
2. Improve quality responsiveness by reducing first-part lead time (see Chap. 5).
A. Implement all seven techniques to reduce lead time.
B. The most powerful initial activity will be to reduce lot sizes to a minimum.
Very often this is easily done. If this cannot be done everywhere, do it where
you can.
C. The next most powerful activity is inventory reductions of all kinds.
D. Usually, the third most powerful tool is the reduction of changeover times.
3. Emphasize JIT problem solving: our objective is Rapid-Response PDCA. This,
very likely, will require a huge cultural change, but you should do some of the
following.
A. For example, if your engineers are the problem solvers, move them to the
production line.
B. Post a flipchart at the line and list the problems to resolve. Keep the flipchart
up to date.
C. Get the managers to spend time on the floor, evaluating, observing, and just
being available.
D. Have a top manager be at the daily production meeting where the problem
solving is reviewed.
E. Be brief, but make problem solving a part of the meeting, which should only
be a few minutes if it is run well, even with a problem-solving review
added.
F. The point is to be proactive in problem solving: “Do something.”