“Don’t water your weeds” Harvey Mackay

Lean tackles waste reduction. It’s based on the realisation that when it comes to work, there are countless different ways to waste time, energy and resources doing things that don’t add value for the customer. Then, over time, layers of non-value-added activities accumulate until as much as 95% of activity is waste. What customer would be happy paying for something unnecessary?

Lean provides tools and principles to uncover waste and reduce or eliminate it. Typically the first steps we take with a new client include:

  • Diagnostic activity or Survey against established best practice criteria
  • Awareness and workshop sessions to ensure the organisation is aligned and share a common vocabulary
  • Practical team-based blitz activity focussed on Housekeeping, Standardisation & Visual management (5S, kaizen)
  • Waste reduction exercises
  • 7/8 Wastes
  • Task and process analysis including team job balancing
  • Set-up time reduction
  • Complexity reduction
Lean-cycle-image

Lean is not mean”

PDCA-image

 

After the workshops, simulations, rapid improvement events, blitz activities… things need to be sustained. Arguably the hardest part of any new Lean initiative is keeping the enthusiasm and commitment going, it will more than likely fall to functional managers or team leaders and they will require some preparation and tools to manage this:

Continuous Improvement

  • PDCA principle and application
  • Problem Solving tools
  • DRIVER (Define, Review, Investigate, Verify, Execute, Reinforce)
  • CSIP – Continuous Sustainable Improvement Plan