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Record: 1
Title:

Are You Getting The Most From Lean Implementation?

Authors:

Chaneski, Wayne S.1 chaneski@admin.njit.edu

Source:

Modern Machine Shop; Oct2004, Vol. 77 Issue 5, p42-44, 2p

Document Type:

Article

Subject Terms:

*MANUFACTURING processes
*EMPLOYEES -- Training of
*EMPLOYEE empowerment
*MACHINERY industry

Geographic Terms:

UNITED States

NAICS/Industry Codes: NAICS/Industry Codes 611430 Professional and Management Development

Training
333319 Other Commercial and Service Industry Machinery Manufacturing
333999 All Other Miscellaneous General Purpose Machinery Manufacturing
333298 All Other Industrial Machinery Manufacturing
334513 Instruments and Related Products Manufacturing for Measuring,
Displaying, and Controlling Industrial Process Variables
333994 Industrial Process Furnace and Oven Manufacturing
Abstract:

Focuses on the factors to consider in examining the effectiveness of lean

manufacturing approach in the machinery industry in the U.S. Employee
training; Employee buy-ins; Implementation time frame.

Author Affiliations:

Center for Manufacturing Systems, New Jersey Institute of Technology,

Newark, NJ 07102-1982
Full Text Word Count: 797
ISSN:

0026-8003

Accession Number:

14705214

Business Source Complete

Database:
Section: COMPETING IDEAS

Are You Getting The Most From Lean Implementation?

So you have learned about the benefits of lean manufacturing, trained many of your employees
on lean concepts and rolled out some process improvement events in you operation. Yet you
have not, thus far, seen the benefits you had hoped for. You wonder if this "lean stuff" is really
just another flavor of the month that is destined to go the way of so many of your company's
prior initiatives. Before you give up, ask yourself whether you are really driving the lean
implementation or simply "wishing for success."
There are too many companies in the United States and around the world that have had
success implementing lean manufacturing techniques to think they are just a fad. The
Toyotas, Harley Davidsons, General Electrics and thousands of others who have had success
would argue that anyone can do it, but it does require discipline and the desire for success.
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Where does your implementation stand? Is everyone trained? Does communication run
rampant? Does everyone really understand what is expected? Is there true employee buy-in?
Is the implementation timetable reasonable, considering the fact that you still have to run a
business? Does anyone follow up to see if there are problems that need resolution? If the
answer to any of these questions is no, then the failure of the implementation rests squarely
on the shoulders of your organization. In fact, it is likely that if prior improvement efforts failed in
your company, you can point to the same reasons.
Let's start with the first concern: training. Training is a two-way street. As someone who does
a great deal of training, I can assure you that there are two things to consider. First, there is
the training itself, which must be well organized and provided by someone with vast
experience with the topic. However, just as important is the need for learning. For most
companies, interactive, hands-on training works best. To put someone in a classroom for half
of a day and then expect them to implement significant change is unrealistic. Ideally, training
should be immediately followed by some form of application of the training. If you are training
on the 5S system of workplace organization, then everyone attending should work on a 5S
implementation effort in a specific area. It is through real-life experience that many people learn
new concepts most effectively.
Once you completed the training, were expectations clearly communicated in a timely
manner? In the case of a quick change-over effort, was a target percentage time reduction
established? Were the concepts that were discussed in the training, such as off-line
preparation of parts, tools and equipment, put into place? Were the procedural changes that
were deemed necessary supported by management or other departments? Was there ever a
planning meeting to determine when the quick change-over effort would begin?
Regarding employee buy-in, was the improvement described in such a way as to make things
easier for everyone, rather than expecting everyone to do more in the same (or less time)?
Were the concerns expressed by stakeholders listened to, or did the effort get steamrolled? If
you wanted to change the way the work was scheduled from a computerized dispatch list to a
pull system based on consumption, did employees really understand and feel comfortable with
the new process? Did everyone believe the system would work?
Next, was your implementation time frame reasonable? Was time allowed to complete all
tasks? Were other duties reassigned or temporarily suspended to accommodate the time
required to implement the changes? Did one or two key people end up with a majority of the
work and quickly feel overwhelmed? Were there just too many things going on at the time to
expect a successful outcome?
Finally, and perhaps most importantly, did anyone follow up with the people responsible for
implementing the change to see if it was done? In many organizations, there is a culture of the
status quo. In such a culture, employees don't see any reason to improve, either. In such a
culture, it is not uncommon for employees to procrastinate unless they are asked to do
something twice (figuring if it is really important, someone will follow up with them). Simply
asking about the status of an effort conveys a sense of importance and urgency.
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Ask yourself the above questions and see if your results have stemmed from self-imposed
deficiencies in your organization. It may not be too late to reverse the course and get your lean
manufacturing implementation back on track.
Ask This Expert See Wayne S. Chaneski on MODERN MACHINE SHOP Online at
www.mmsonline.com/experts/chaneski.html
~~~~~~~~
By Wayne S. Chaneski, Center for Manufacturing Systems, New Jersey Institute of
Technology, Newark, NJ 07102-1982 E-mail: chaneski@admin.njit.edu, Internet:
cms.njit.edu/cuttingtimes.html
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