Page 257 - How To Implement Lean Manufacturing

CHAPTER 16

Using the Prescription—

Three Case Studies

n this chapter, we will cover three case studies that follow the prescriptions. In each
case, the prescriptions are applied somewhat differently. These examples are
Iincluded so you might see the variety of applications for the prescriptions. It is not,
“my way or the highway,” nor is it “all or nothing.” Nevertheless, the prescriptions will
take you to the huge early gains that most find so beneficial.

Why These Case Studies?
In my experience, especially since starting my consulting practice in 1990, I have found
that applying techniques, principles, and theories for most people is very difficult. More
difficult, for example, than understanding the techniques, principles, and theories. I have
found there is an “applications gap” in industry. In addition, especially with Lean,
I find there is frequently a mentality that to do Lean is an “all or nothing” proposition.
I do not ascribe to that principle at all. I do, however, believe it must be done well or not
at all. It is very practical to implement just parts of the entire House of Lean without
danger of regressing as long as those parts are done well. Of course, the Lean principles
work together, and to get the full benefit, you must apply the entire complement of
strategies, tactics, and skills, but you can apply some of them and get some of the bene-
fits. And almost always, some of the benefits are better than none of the benefits.
These three examples will show that there are different ways to apply these pre-
scriptive methods and still achieve significant results. These examples will also show
that there are different degrees or depths of application and you can still achieve huge
benefits.
Larana Manufacturing
The first study, which concerns Larana Manufacturing, is the story of a facility that
wanted to implement a Lean initiative. This company is a good example of the second
prescription of How to Implement Lean-The Prescription for the Lean Project, without
really applying the first prescription, The Four Strategies to Becoming Lean. In fact,
they had so many foundational issues (quality control issues) to work on that their ini-
tiative did not get very deep into real quantity control efforts. In addition, this facility
was under severe financial pressures, and had an inexperienced staff with myriad
obstacles to overcome. Nonetheless, they applied the second prescription very well,
took on the foundational issues and made monstrous early gains in spite of the obsta-
cles. It is an amazing and energizing success story.

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