The SBR aims to assist you in
implementing sustainable lean transformations in your organisations. We possess
a different approach than other lean manufacturing consultancies. We take a
systems view to implement sustainable change in a structured and methodical
manner, while ensuring maximum knowledge transfer to the client via hands on
application. Many other consultancies implement radical change through a series
of quick-hit initiatives. With this strategy, change may occur rapidly in the
short term, but it often cannot be sustained in the long term.
Our approach encompasses four
distinct characteristics to maximise the probability of sustainable change:
Narrow and deep
Creation of a model value stream
Umbilical e-mail / telephone support.
The narrow and deep approach
means applying many lean tools and techniques across a small area of the
business. By having a spike in one area, the has a benchmark and maximum
exposure to lean concepts to help apply them elsewhere across the business.
Many companies attempt to achieve short-term gains through a broad and shallow
approach by applying a few concepts across a large portion of the value
stream. Based on experience. The likelihood of sustainability is dramatically
increased with a narrow and deep approach. See figure 3.
The narrow and deep approach is
applied on a model value stream for a business. The model value stream itself
may only be a segment of the customers value stream, but serves as a benchmark
for what is possible. The value stream represents all the activities necessary
to deliver a product or service to a customer. Consider the following model for
delivery of value to the customer: The entire value stream for an enterprise
encompasses product design, pre-production, production, distribution, and
service. The value stream for the actual manufacture of the product
encompasses the entire supply chain, from raw material to delivery to the
customer. The value stream for the factory represents all the value-adding
activities from receiving to shipping. Within this value stream lies the model
value stream. Thereby, the concepts learned on the model value stream can later
be applied across the entire value stream for the enterprise. See figure 4.