Lean and What E-Book

Torsten Höller

• Herausgeber: tredition
• Kategorie: Fachliteratur
• Sprache: Englisch

Seitenzahl: 85

Veröffentlichungsjahr: 2020

Beschreibung

Das Buch ermöglicht es dem Leser sich über die Schwierigkeiten bei der Einführung von LEAN zu informieren. Mit diesem Wissen können Schritte eingeleitet werden, die diese Fallstricke vermeiden. Damit wird der Leser in die Lage versetzt, solche Situationen im eigenen Betrieb zu erkennen und zu beheben. Das Buch ist für alle, die sich in irgendeiner Form mit LEAN beschäftigen oder beschäftigen wollen. Sei es, vor der Einführung, mittendrin oder bei großen Änderungen. Und für jeden, der Verluste in seinem Unternehmen hat, die er mindern möchte. Hier wird LEAN helfen, so viel ist sicher, aber nur, wenn es schnell und effektiv eingeführt wird, um die Operative Excellence schnell zu erreichen. Das vorliegende Buch hilft dabei, ohne sich in die fast unnatürlich komplizierten Diskussionen rund um die hundertfachen Werkzeuge bei LEAN zu verlieren. Aus erster Hand und mit vielen Beispielen erzählt der Autor aus der erlebten Praxis und nimmt die Angst vor LEAN und zeigt auf anschauliche Weise die positiven Momente auf. Vermeiden Sie die Fallen und erzielen Sie schnell Verbesserungen! The book enables the reader to learn about the difficulties during a transition into a modern production management system like LEAN. With that knowledge he can avoid those traps and pitfalls or allow detection of such. With that the reader is enabled to analyze his situation and to establish countermeasures that work. This book is for those that have a connection with LEAN or want to connect. Either just started it, want to start, or are in the middle of a change. And for those that have losses in their operation they want to fight. This will only be possible with an effective implementation of LEAN to reach operational excellence quickly and sustainably. The book will help on that without confusing details of the hundreds of LEAN tools and principles. Firsthand experience combined with many practical examples will demonstrate the positive energy in Lean. Avoid the traps and gain momentum

Leseprobe

Torsten Höller

Lean and What

An essay about traps to avoid during LEAN introduction

© 2020 Torsten Höller

Verlag und Druck:

tredition GmbH, Halenreie 40-44, 22359 Hamburg

ISBN

Paperback:      978-3-347-16153-5

Hardcover:      978-3-347-16154-2

e-Book:             978-3-347-16155-9

Das Werk, einschließlich seiner Teile, ist urheberrechtlich geschützt. Jede Verwertung ist ohne Zustimmung des Verlages und des Autors unzulässig. Dies gilt insbesondere für die elektronische oder sonstige Vervielfältigung, Übersetzung, Verbreitung und öffentliche Zugänglichmachung.

ABOUT THIS BOOK

WHAT IS LEAN?

PART 1: IMPLEMENTATION BARRIERS

Lack of belief in success

Measure the right things, not what you get!

Measures are internally focused and too detailed

Unclear on breakthrough

Broken Standards System

The expert can be an obstacle

Do not overload the program

Train only on what is needed!

Avoid misuse of health checks and audits

Intent vs. Book

PART 2: ORGANIZATIONAL IMPLICATIONS OF LEAN MANAGEMENT

The gait

The leaders

ALIGNMENT AND TRUE NORTH

ROLE MODEL

ACTIVE PART

UTILIZE ALL TALENTS

TRUST AND OWNERSHIP

The leader as catalyst for the change of culture

The consultant

The coach

The support

Ownership

CLOSING WORDS

THANK YOU

APPENDIX/LITERATURE

TORSTEN HÖLLER

LEAN and WHAT

Reboot your LEAN Management Strategy

ABOUT THIS BOOK

First, thanks for start reading “LEAN and What” in that ocean of other literature.

You are interested in gaining speed in your LEAN Manufacturing Program, or you want to understand what the heck that (external) consultant they sent is doing. Or why they are doing it. Or you already know you cannot solve operational losses without manufacturing excellence. And you concluded manufacturing excellence only comes from LEAN manufacturing. Manufacturing excellence will not come from muscle work and pure exercising. Perfect, a good start!

If you delved into German translations of the word “LEAN” you would immediately stop. Here are some: “Meager”, “poor”, “skinny”, “gaunt”, “haggard”, “puny”, “wimpy”, and the best being “slim”. LEAN manufacturing or LEAN management fills the Internet and the bookshelves, while hundreds of consultants are in the market to help you with their concepts to make you “LEAN”.

In 1988, John F. Krafcik defined the LEAN production system1 or better said, gave it a name: LEAN. Obviously, he was not an expert in German language. LEAN, a system we first learned via the Toyota Production System has evolved over the decades to an overly complex field of knowledge, tools and systems that spans application from automotive to administration to even NGOs.

This book will help you to feed your curiosity about LEAN, but more importantly help you to understand the logic of the traps during such a massive change and transition, with the goal of avoiding them, to be faster and more successful in your LEAN Implementation. LEAN is a big change – even you only use a small part of it. It will impact you, your people and company culture. So, if you can avoid running into similar traps that I encountered, you will be faster and more successful.

For simplicity’s sake, in this book I will use LEAN as a synonym for all LEAN combinations (“LEAN and What”). I call it LEAN and what because LEAN comes with many questions and uncertainties. You can take it as a question, like “LEAN and what?” “What does it bring and what does it take!” Or: “LEAN and what is next?”

Back to implementation of LEAN. If implementation would be easy, we would not be nervous or have no large teams behind it. We are afraid: What is all that LEAN trainings and education good for if the results do not come? Or not stay! Many organizations start with energy and passion, results improve, but then you find stagnation or even roll back. You might be a leader of such a program, and you want to “roll-out/expand that program fast and effective” or you are a plant manager or director and you want to have that program “rolled out fast to eliminate my losses”. You both want the same thing, but often neither gets what was expected and often misses the mark by a mile, not harnessing the full potential of what even a small LEAN Program can offer to your business and staff.

You are afraid: What is all preparation and effort worth if no one is using the capability? What if – on top of the hard day’s work frustration – an extra burden associated with the LEAN Manufacturing Program crops up? Your program will slow down, resistance will go up.

Why is that? Because you ran into one of those traps. You are trapped. How to avoid those traps? Keep on reading…

This is what this book will help you with: avoiding traps and getting your well-designed program to your employees and business. Get rid of the losses. We will not re-design your LEAN manufacturing program. We will talk about LEAN in the next chapter but only to be on the same page. We will talk about why we fail, why we cannot change the culture or game, and why we do not start.

In my almost 25 years of professional work I was many times part of the implementation team for the LEAN manufacturing program of Procter & Gamble2 in different plants. P&G has an exceptionally good – if not the best and most holistic adaption – of LEAN. Highly integrated with all manufacturing disciplines playing deep into engineering and even R&D. Many plants deliver extraordinary results – whether operational throughput, safety, quality, or speed of innovation. This would not be possible without that integrated system P&G developed based on the LEAN concepts. But even there we find different speeds of implementation and usage. Also, there you find resistance and frustration, too. I had the chance to see both great and fast adaption as well as slow implementation and pushback. But I have also seen that even after two false starts performing the third attempt right will make the difference. So, do not get hung up if the first trail was not perfect. Start all over, but this time be better prepared and avoid the traps.

The emotions I went through and the wonderful learnings I made during that time drove me to sit on the computer and write it down. Every time I could overcome some of the resistance and avoided the traps we gathered momentum, and the results improved breakthroughs and – more importantly – we quickly created workplaces where work was more fun, the value of each individual grew and the contribution of everyone was valued. When this light ignites you want to be part of it. You will never forget when it becomes a self-selling phenomenon. You will not forget the faces that start smiling when new problems are there to be solved instead of dragging everyone down. The power and the energy that is already in your organization becomes visible and you start moving mountains.

1 MIT Sloan Management Review, Fall 1988, Volume 30, Number 1, John F. Krafcik, The triumph of the LEAN Production System

2 See https://us.pg.com/pg-history/

WHAT IS LEAN?

LEAN is an evolution that started as revolution in the automotive industry over 3 decades back. You can get green and black belts on six-sigma and try to impress someone late at the bar with them. Or at least you could try.

Many big companies have been working on LEAN for ages, some just started, and others not quite yet. You have heard from a friend that they will “do LEAN now”, but “it is not working” or “it is great”. You might be a fan of it, but your new boss is not. Or the other way around.

LEAN is great fun and many new words. You can make “Kaizens” (Improvements) and you reduce “Muda” (Waste) wherever you see it. You can Plan-Do-Check-Act your teams and departments or problems, improve small and big things, either in the office and on the floor. You can do “Gemba Walks” to stay slim yourself and do coaching on the floor. You will connect better with your organization. You get better focus on your customers, supply and value chain.

LEAN, however, is a complex thing. If we just look in Wikipedia and you will see almost 30 headlines that cover elements or tools from LEAN Manufacturing. And the list is most likely incomplete:

LEAN Manufacturing links3

• A3 problem solving

• Cellular manufacturing

• Efficiency Movement

• 5S (methodology)

• Industrial engineering

• Ishikawa diagram

• Just-in-time manufacturing

• JobShopLEAN

• Kanban

• Key performance indicator

• LEAN CFP driven

• LEAN dynamics

• LEAN higher education

• LEAN Product development

• LEAN Six Sigma

• LEAN Services

• LEAN software development

• LEAN thinking

• Operations Management

• Poka-yoke

• Production flow analysis

• Push-pull strategy

• Six Sigma

• Spaghetti plot

• Takt time

• Total productive maintenance

• Value stream mapping

LEAN is like the Wonderland was for Alice4. Many creatures that we do not understand from day one but that will have an impact to us. Can you explain why the smile is left while the Cheshire cat is gone? Maybe not. At the beginning neither do we know nor does our target group understand whether those mighty tools are friends and helpful ghosts and which of them is not. Some are simple and beneficial from day one, others need time to connect with, and some you must literally tame before you can utilize them. But over time and with some workshops, pilots, trails, training and mighty external consultancy we get clarity on the right LEAN manufacturing program for our business. I assume you did all of that and you have a program ready to launch or has been launched already. You are – technically speaking – in control of the Wonderland and able to speak with your “Jabberwocky”?

LEAN is also – and maybe more than anything else – a cultural journey. It will touch everyone. For better or worse. Be aware of that and make use of it. Culture is not the result of the journey; it is the fuel or the brake for it.