Page 127 - How To Implement Lean Manufacturing

106 Cha pte r S i x

4. For all process cells and lines that are highly
people-dependent for quality results, begin the
“Do not let what you can
process of line shutdowns for quality issues. If
not do, prevent you from doing you can’t shut down for all quality problems,
what you can do… ” shut down for some problems, and prioritize
John Wooden, your activities. Start this practice, and then
former basketball coach at UCLA expand it. There is no substitute for it.
(Wooden won ten National
Championships as a coach, and 5. Processes that are highly machine-dependent, such
one more as a player at Purdue as high-speed pick-and-place machines, ovens,
University) and other continuous process equipment are a
little more difficult to manage in this way.
A. If you can’t shut them down, use andons to signal abnormalities and make
sure the andons are responded to.
B. Make those responsible for the machinery also responsible for the defects
the machinery creates.
6. Aggressively categorize all defects as to the most likely source. Assign the
appropriate groups to take on the issue of problem solving for defect reduction.
Support them; hold them accountable.
7. Become more introspective in your problem solutions.
A. Cease completely the philosophy of using inspection as the means to achieve
quality of product and process.
i. Eliminate visual or human inspection as an acceptable quality control
technique; emphasize poka-yokes.
ii. Institute poka-yokes widely; emphasize process improvements.
B. Eliminate improved procedures—done by humans—as an acceptable
quality improvement technique. Change the process design so it can’t be
done wrong; “poka-yoke” the process.
The point is that you can do a great deal. So start now! Show the commitment, and
show the initiative.
Jidoka is a crucial element and is absolutely necessary to make Lean work.

Chapter Summary
Any time any major culture-changing initiative is undertaken, we must answer some
questions. These are “Do we have the leadership, motivation, and necessary problem
solvers in place to make this a success?” “Do the leaders have the three requisite traits
of being able to put together a plan, sell the plan, and then act on the plan?” These lead-
ers must then show the strong character and courage needed to make tough decisions
and act in the face of adversity. You will need this from your organizational leader and
your sensei as well. We must develop the motivation to change. This will be a key task
of the leaders. They must be able to convince the workforce that the changes are not
only necessary but desirable, and although there may be some short-term discomfort,
the long-term gains more than justify it.
Finally, we will need a JIT problem-solving mentality among the workforce. We
will need to engage the entire workforce and also have a small cadre of skilled problem