|
Standard Business Roadmap Implementation Manual
An
Introduction to Lean Manufacturing
PURPOSE OF THE MANUAL The purpose of the
Standard Business Roadmap Implementation Manual is to guide clients through the
lean transformation process. Many organisations have attempted lean
transformations, and most have failed through several key pitfalls. The team at
Beyondlean has recognised these pitfalls and developed the SBR programme to
ensure maximum chance of sustainability for such a transformation. The basis of
this programme is a structured and methodical approach to change while
encouraging maximum knowledge transfer of lean concepts to the Business through
the application of the accompanying material. Ultimately, the SBR cannot
guarantee the sustainability of the project. It takes significant effort to
first maintain and then improve a system. The client must be willing to commit
the required time, resource, and attention to ultimately succeed in a lean
transformation. This document is not intended
as a detailed self-led step-by-step implementation manual. It is more a guide
for you to refer to as you progress through each phase of the programme, as each
individual business will have different requirements and obstacles to overcome
and will need to deploy different tools in order to achieve this.
STRUCTURE OF THE MANUAL
This manual has three main segments.
The first introduces the principles of lean manufacturing and establishes some
common themes, then presents SBR’s lean manufacturing model. The second gives an overview of the
SBR programme, outlining the SBR’s high level project approach to achieving and
sustaining business benefits through the application of lean concepts . This
approach has five distinct stages, each of which you will pass through on your
journey to becoming Lean. The amount of time and effort you will spend in each
stage will depend completely on your individual business needs. The third segment examines key success
factors for lean transformations, starting with the ten most likely causes of
failure. An appendix provides a programme check list and a glossary of key
terms. PRECONDITIONS
FOR A SUCCESSFUL LEAN TRANSFORMATION There are a number of
preconditions for an organisation to succeed in a lean transformation. Your
organisation must possess each of the following attributes before successfully
embarking on a lean transformation. Will the top management on
site:
1.
Actively participate in lean production activity on a regular basis?
2.
Commit to no redundancies as a result of lean production activity?
3.
Modify shop floor payment methods, if necessary?
4.
Modify roles and responsibilities of personnel?
5.
Spend money on justifiable changes to the production system?
6.
Allow production personnel involvement in lean activity during normal
production time?
7.
Systematically review project activity on the shop floor?
8.
Offer focused maintenance support in the pursuit of a model value stream
creation?
9.
Enforce company policy?
10.
Provide appropriate resource for the programme?
11.
Be willing to make sure company measures are compatible with lean?
12.
Communicate the compelling need?
13.
Encourage a cross-functional approach to designing systems rather than
processes?
14.
Commit to a long term programme of lean manufacturing?
15.
Be prepared if necessary to make fundamental changes to organisational
structure?
16.
Fundamentally, will the managing director or most senior person on site
be willing to change the way he operates, becoming a champion of change and
drive in the transformation through active involvement in ‘Go, Look, See’ &
Process Confirmation activities. Will he set up and chair a ‘Steering Committee’
to ensure best practice is transferred across all functions? Many of these issues are perhaps best illustrated with the following quote
from a study on UK Productivity.
|
