Standard Business Roadmap

Implementation Manual

                                                                                                                                                                 

                                                                                                                                                                                                                                                                     
  • ACTION

 

The ‘Action’ phase is where you really make things happen. The order of implementation will very much depend upon what you discovered in the diagnostic phase.

Included with the Standard Business Roadmap is a full Training Pack for each of these Lean Tools along with the ESSENTIAL Training Pack for Process Confirmation, without which the other Lean Tools are likely to fail

 

Identify resource

 

The resource necessary to achieve each roll-out objective must be identified at the earliest possible stage. Be sure there is no concern in having adequate support from these resources at the time of implementation.  Lack of resource availability  is a major reason why lean transformations often fail, because the right people need to be in the right place to support the transformation.

 

Resource requirements do not only imply facilitation resource.  They also include:

 

·        Maintenance

 

·        Human Resources

 

·        Logistics

 

·        Manufacturing engineering

 

·        Quality

 

·        Finance.

 

 

A matrix illustrating the particular roll-out objectives and functional departments can ease the difficulty in resource allocation.  See figure 18. Note that the circle illustrates initials of the functional support person assigned to each roll-out objective.

 

 

Project and Resource Planner

 

 

 

 

 

Logistics

 

Human

Resources

 

Manufacturing

Engineering

 

Finance

 

Manufacturing

 

Etc

Oval: RD
Oval: BB
Oval: JH

New material

Replenishment system

 

 

 

 

 

 

 

Oval: HP
Oval: GB
Oval: MS

Improve machine

Reliability

 

 

 

 

 

 

 

 

Oval: BL
Oval: TT
Oval: DH
Oval: TA

Improve capacity

Utilisation

 

 

 

 

 

 

 

 

                                    Figure 18 – Roll out objectives

 

 

Gateway or Partnership Process (See Gateway files)

 

The need for this will be at your discretion based on the results from the cultural audit and business assessment carried out in the Diagnostic phase

 

Cultural Change (See Culture Transformation Trg Pack)

 

If you feel a major cultural and behavioural change is required throughout the organisation, from senior management right down to the shop floor, please contact us at culture@beyondlean.com and we will be happy to put you in contact with a company that specialises in large scale cultural change. They are responsible for the cultural change programs in large companies such as ‘Ford’ and ‘Airbus’.

 

Produce ‘Key’ HR policies or ‘HR Handbook’

 

Compile your ‘Key’ HR policies into a user friendly handbook. Communicate these policies to all and adopt a zero tolerance approach to their adherence.

This should include policies such as your Disciplinary procedure, Sickness & absence policy, Grievance procedure, Behaviour at work policy and Capability procedure.

 

Design & roll out a robust Performance Management System (PMS) (See Training Pack)

 

 

Introduce Standardised work / Work Packages (See Training Pack)

 

This will be integrated with the Performance Management System as will other tools referred to in this section, particularly in respect to the process confirmation of them

 

Total Productive Maintenance (TPM) (See Training Pack)

 

Quick Changeover / SMED (See Training Pack)

 

5C / 5S, Workplace layout & design (See Training Packs)

 

Line Balancing (See Training Pack)

 

Introduce a pull system (See Training Pack)

 

Error Proofing / Poka Yoke (See Training Pack)

 

Andon (See Training Pack)

 

The goal of a pull system is to ensure that all stages of a production process are synchronised with customer demand.  This means that the right parts should be at the right place at the right time.  A pull system converts customer demand into kanbans and levels the demand onto the production system. These kanbans carry production instructions from downstream processes to upstream processes.

 

Process Confirmation (See Training Pack)

 

This is the glue that holds every successful ‘Lean’ organisation together. Even if you only manage to get one of the lean tools partially in place due to production pressures, if you drive in Process Confirmation relentlessly and embed it as part of every day life, you will have changed your business more than anyone could have imagined.

 

I cannot stress enough just how important this is – Drive this in hard and don’t accept ANY excuses for not adhering to it.

 

Audit the system

 

It is necessary to audit a system frequently after making a change.  Auditing allows comparison of the observed condition against a desired condition.  If differences do exist, there may be a number of reasons why people are not working to a standard process:

 

·        They have found a better way

 

·        The way as described is either not feasible or not desirable

 

·        They have been given inadequate training

 

Some qualification is needed for the comment about people not working to the standard because they have found a better way.  While input for new and improved methods of working should be encouraged, adoption of these methods in an uncontrolled fashion should not.  Once a standard is set, each employee must work to that standard until it is formally revised or changed.  Then, at that point, everyone switches to the new and improved standard.

 

Once the new system is stable, periodic audits should take place to continually ensure compliance.  Management should also be involved to demonstrate continued support and commitment to the change process.

 

 

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