Develop implementation plans (See Tactical Implementation Plans Training Pack)
The team can then begin to
detail the tactical implementation plan to achieve the future state. Using the
sizeable portions from the material and information flow diagram, the project
team should focus on each portion progressively, starting at the point closest
to the customer and working upstream. Specific objectives and goals for each
portion of the plan along with an associated timing and resource requirements
must be given. Key milestones that fall on the critical path of the
implementation plan should be highlighted.
When creating the improvement
plan, the project team should not be distracted by the opportunities of quick or
hoc savings. The implementation plan should follow the stated structured
approach of working backwards from The customer. The team must only apply lean
tools or techniques in the pursuit of improved flow. This will be explained in
greater depth in section
Budget requirements should be
considered on a project-by-project basis. Most improvements in lean
manufacturing should be taken with a low cost/no cost approach, allowing maximum
financial impact. See figure 14. Only justifiable cost should be incurred in
the budget plans.
Figure 14 Likely costs
Create a contingency plan
Whilst planning the project
area change, it is necessary to build some from of contingency into the
programme. The performance of some processes could suffer during the change
process. The most critical aspect is to ensure that the customer does not
suffer as a result of the change programme because this could erode management
support for the lean transformation.
The three main components for a
contingency plan are quality, volume and delivery performance. Examples of
contingency plans for these components can be:
- Perform quality checks at
capability of process at the earliest opportunity.
- Ensure sufficient flexibility to meet customer
requirements through overtime, additional resource or weekend working.
Carry additional safety stocks.
Present to the steering committee
The current state assessment,
future state design, improvement targets, and implementation plans should be
presented to the steering committee. The purpose of the presentation is to
create a vision of the lean transformation and to obtain top management support
for all the implementation initiatives. A possible structure for the
presentation is as follows:
Illustrate the location of the areas involved within the plant,
describe the product and its purpose.
Discuss the current state material e.g., productivity, quality
lead-time changeover times, distances, etc.
Present the future state material and information flow diagram.
Represent pictorially the people and process flow within the
Illustrate examples of improvements and their likely impact.
Present the implementation plan.
Propose future reporting structure (weekly report and steering
After the presentation, the
steering committee should give their approval to the lean transformation plan if
the diagnostic satisfies their expectations.
Complete final preparations
Prior to commencing
implementation, several major items need to be addressed:
Cross training. It is necessary to develop a skills matrix
for all employees to ensure they are adequately skilled to carry out any new
Update documentation. Appropriate documentation must be in
place so everyone affected by the change can perform at a high level of quality
Simulate the change. Wherever possible, simulate the
revised process before making any physical change to minimise the risk both
internally and to the customer. This is best accomplished outside normal
production time, but with the regular process operators, on their usual