Create a factory vision and design future Operating Principles (See Future State
Training Pack & Operating Principles facilitated workshop Trg Pack)
A clear factory vision acts as
a roadmap for the lean manufacturing roll-out. Recall that this methodology
effectively integrates the previously independent quality, operating, and people
systems. The senior management must prescribe this future state of the lean
manufacturing methodology. The future quality and operating systems can be
presented in a material and information flow diagram. The future people systems
must be specified through a cross-functional organisation structure. Each
function must provide adequate people, materials, methods and environment to
support these goals.
Design the future state
The project team can then
design the future state for the project area. They should first create a future
state material and information flow diagram. The team can then break the future
state into sizeable portions for implementation. They must also specify
improvement measures and targets for the project, based on data collected during
the current state assessment.
Set realistic roll-out objectives
When the factory vision is
defined, to is necessary to identify specific objectives in order to attain that
vision. A roll-out objective can be defined as a manageable portion of the
overall factory vision. For example, an objective may be to increase
productivity by 10% by the end of the year.
It is vital that each objective
is realistic to ensure a sustainable lean transformation. A company cannot
expect the change agents to run multiple projects with multiple trainees
simultaneously in order to grow the organisational knowledge in the shortest
time. The expectation cannot be satisfied because the change agents have only
gained a reasonable understanding of the approach while developing the model
value stream. They do not yet have the experience of implementing change on
their own. Overburden on the change agents can result in projects failing to
meet their specified objectives. The failed initiatives can then permeate a
general attitude from company employees: Lean manufacturing we tried that and
it didnt work!
The organisation must recognise
that it is investing for the long term when pursuing these objectives.
Persevering with a structured and well-planned approach in satisfying the
objectives can reap huge business benefits. But beware, most organisations that
embark on lean transformation are greedy for results, which ultimately will
result in failure. The greediness comes from an organisations belief that it
can become lean to a higher degree, faster and with less resource than anyone
else. There are no short cuts to the lean transformation. World class lean
manufacturing organisations have taken many years to establish their position
today. It takes time to catch up so, please be patient.
The following analogy shows the
importance of patience and developing a proper infrastructure to support the
change. Two gardeners each plant a seed in some fertile soil. After six months,
each seed has sprouted above the ground to a length of only four inches. One of
the gardeners is concerned because the plant is not growing fast enough, so he
removes the sprout along with its root and plants a new seed. The other
gardener is more patient and understands that the sprout is still developing its
foundations and has great potential, even though the growth hasnt been that
great. Another six months passes and the patient gardener now has a plant that
the growth hasnt been that great. Another six months passes and the patient
gardener now has a plant that sprouted to a height of two feet! This flower was
able to grow so rapidly because it was nurtured early on an allowed to develop
at its own pace. One the other hand, the new seed for the impatient gardener
has only grown four inches again.
Effective Policy Deployment
The effectiveness of the lean
transformation for the entire organisation should be measured continuously. To
enable this, the companys measures must first be compatible with lean
thinking. Each level of management should have its own performance goals that
directly relate to the organisations yearly objectives. Effective policy
deployment allows people at all levels to genuinely understand their role in
achieving the organisations objectives.
An example of policy deployment
can be seen in figure 13. At the highest level, company goals are set on an
annual basis. From these goals, measurable should then be set for a factory.
These factory goals can be used to set goals for individual departments within
Figure 13 Example of policy deployment