Page 165 - How To Implement Lean Manufacturing

How to Implement Lean—The Pr escription for the Lean Pr oject 143

Machine and Line Availability
Excellent machine and line availability is frequently a very large problem that has
gone unattended for years. For those companies without a formal TPM (Total Pro-
ductive Maintenance) program, it is common for this factor to reduce OEE by 25 per-
cent. In practical terms, this means we must run the line 25 percent more than cycle
time would predict, with all the attendant costs of running the line. This problem
alone will frequently make a product unprofitable. Usually low levels of line avail-
ability are due to two major factors: materials issues (usually stock outs or late deliv-
eries) and machine downtime. Frequently, materials issues can be alleviated by a
Lean initiative and the quantity control aspects of the TPS. However, machine down-
time is different and usually must be addressed by a concerted TPM effort. If a TPM
initiative is not already in place, almost all firms need to develop a new database to
keep track of machine uptime and train the personnel in the use and manipulation of
this database. There is some commercially available software for TPM and machinery
uptime, although I find most can develop a good Excel spreadsheet and make it quite
serviceable. Again, if you find in the evaluation that Level 2 criteria cannot be met,
this is a crisis requiring immediate action. Regardless, there is usually a large list of
materials and machinery issues that are created by this evaluation. The goal to reach
Level 3 should be set for six months, with Level 4 scheduled to be attained in one
year.

Problem Solving Talent
In several sections we have discussed problem solving and the need for problem solv-
ers. The need for these skills cannot be underestimated; it literally is the vitality of the
Initiative. Furthermore, to complete this five-part evaluation, the skills of MSA (Mea-
surement System Analysis) and SPC (Statistical Process Control) are required. Hence,
anything less than Level 2 is an absolute crisis and must be corrected. If these skills are
not available onsite, hire trainers right now. A six-month goal is to reach Level 3, while
Level 4 should be met by 18 months.

Continuous Improvement Philosophy
Mature continuous improvement philosophy is something that is often talked about
but infrequently reduced to a process that can be taught to and understood by all. A
copy of one we created is shown in Fig. 4.1. If the evaluation is less than Level 2, we
again have a crisis and it needs to be taken care of immediately. Reaching Level 3 is a
reasonable six-month goal.

Standardizing
Strong proven techniques to standardize is the foundational of all foundational issues.
This skill is so important it received its own chapter in this book: “Sustaining the Gains.”
Anything less than Level 2 is an immediate crisis and must be addressed. Reaching
Level 3 is a reasonable goal for 18 months.
As part of this evaluation of the Five Precursors to a Lean Initiative, a list of issues
must be compiled. This wish list will usually make up the majority of the effort for the
first pass of the Lean Initiative. After the first six months, more and more quantity con-
trol efforts can be implemented, but in our experience most firms have a number of
foundational issues, which must first be addressed.