Page 197 - How To Implement Lean Manufacturing

Sustaining the Gains 175

Short-term improvements are often realized but the larger problem is “how to sus-
tain these gains?” That is the subject matter of the rest of this chapter, so we can realisti-
cally sustain the most common of our improvement techniques—improving the
processes done by humans.

The Prescription
A Five Step Prescription exists on how to sustain the gains. It is not amazing, but once
implemented, it is always effective. It includes:

1. Good work procedures
2. Sound training in the work procedures
3. Simple visual management of the process
4. Hourly and daily process checks by management
5. Routine audits by management

Now let’s look at the prescription, one element at a time.

Good Work Procedures and Standards, Reflective of the Facility Goals
First, we must have good work standards and procedures, including checkoff lists,
startup procedures, maintenance procedures, and standard work to name a few. In
short, all the procedures necessary to run the business and do it efficiently and effec-
tively. There is a lot of good literature on writing good job instructions so I will not
belabor this point, except for two points of major concern. The work instructions and
standards:

• Must be written in behavioral terms
• Must be auditable

People Trained to the Standards, Including Being Reality Tested on Performance
to the Standard
Next, we need to train the employees on these standards and procedures. Again, there
is a lot of good material in the literature, so I will not elaborate further except for one
point. The training, once completed, must be evaluated using a practical test done at
manufacturing conditions. Let us say, for example, we have trained operators to visu-
ally inspect parts for attribute characteristics, prior to final packaging of the parts. These
operators need to be tested—in this case, with an attribute Gauge R&R study—and it
must be done at line conditions, at takt time. Written tests and video training are okay,
but in the final analysis the purpose of this training is behavioral modification, and that
modification must be tested; there is no substitute for this.

Simple Visual Checks to See if the Standards Are Met…Transparency
At the jobsite, we now need simple visual checks to see if the objectives are being met.
This is a key element of transparency. If the operator is to meet a specific cycle time,
how can he tell? Is there a visual readout that shows his performance? If not, how does
he know? If routine maintenance needs to be done, can that be audited by the manager
walking by?