Page 187 - How To Implement Lean Manufacturing

Sustaining the Gains 165

give you one example of any company that does this well. I can give you some exam-
ples of several who are adequate, but not one that does it really well.
How do I measure that? It is simple: “Do the problems, once solved, stay solved?”
Actually, this is a two-part issue. Can they solve problems? This is a major weakness
with most companies (it was discussed in Chap. 6). So, problem solving is a precursor
to sustaining the gains. Among those companies that have good problem-solving skills
at all levels, they must now institutionalize those solutions. Causing these changes to be
part of the normal fabric of doing business is not easily accomplished. Most managers
recognize that sustaining the gains must be done,
but put forth only a minimal effort, mostly because
they do not make it a priority to ensure that the
changes are institutionalized. Instead, they move on “Men stumble over the
to the next issue. truth from time to time, but
I said that most managers do not make it a prior- most pick themselves up and
ity to sustain the gains. In my practice, I have found hurry off as if nothing hap-
many who will agree that institutionalizing the gains pened. ”
is important but a scarce few who can put it together Sir Winston Churchill
in a simple flow chart that shows the actions they
must take to sustain these gains. Most managers will
readily agree that sustaining the gains is a process, but
not many can make a process map that describes it. “Opportunity is missed
Most readily agree that it is important, and just
by most people because it is
as rapidly they skip right over it. Yet others have an
idea of what to do, but are not willing to put forth dressed in overalls and looks
like work.
the effort—which is frequently substantial. Once ”
again, the reluctance to sustain the gains was pre- Thomas Edison
dicted by those men of yore when they said:
We are not a voice in the wilderness decrying the need to standardize and institu-
tionalize improvements. This concept of sustaining the gains is deeply embedded in
Lean and also in Deming’s philosophy. Read Deming’s landmark book, Out of the Crisis
(MIT CAES, 1982), and spend a few minutes on his 14 Obligations of Management and
his 7 Deadly Diseases. Deming is clear when he states the following three points:
• We must sustain the gains.
• We can not make progress without sustaining the gains.
• Ultimately, we cannot survive without sustaining the gains.

How Do We Know There Is a Loss?

Transparency
In regards to transparency, refer to Chap. 20 of this book, which shows that transpar-
ency is one of the foundational issues. It is the concept that lets you “see,” in real time,
right now, what is happening in your process, letting you make a determination as to
whether anything has changed or needs attention. Andons, 5S tool outlines, and heijunka
boards are all examples of transparency. For example, by just glancing at a heijunka
board, we can tell if production is ahead, behind, or on schedule. We can make that