Home / Featured, Lean Manufacturing / The 10 components of an effective lean operation

The 10 components of an effective lean operation

In my opinion and experience, there are 10 components or definitions for an “effective” lean operation. These include:

• Safety is not a slogan. It is acted upon and driven similar to quality and other key metrics.
• Productivity is improving 10 percent or more per year, quality metrics are improving at 25 percent or more per year, and overall equipment effectiveness (OEE) measurements are utilized for continuous line improvements.
• Visual controls are in place to help measure our Managing Daily Improvement (MDI)
  • Quality cost delivery and service (QCDS) boards are in place and acted on daily
  • Associates meet every day to review the previous day and current day
  • Statistical process control (SPC) tracking is in place on key processes
  • Andon lights and abnormality response systems are in place
• Housekeeping is continuously improving, making sure there is a place for everything and ensuring everything is in its place with no useless clutter. Shadow boards are being used and lines are painted on the floor for safety and as a prerequisite for standard work.
• Kaizen methodologies, the process of continuous process improvements, are linked to strategic objectives. Kaizen events are executed monthly to drive performance. Associates are involved and challenged. Resources are dedicated and the company is utilizing a strong continuous improvement office.
• Raw and in-process inventories, which are the amount of materials the plant needs for orders within five days, are moving toward a build-to-order focus. In short, we are building only what we need to fill daily orders. Create the flexibility to create any product, any day.
• Production schedule compliance, which is meeting the production schedule as planned, is at 95 percent or greater; and the Customer Service Index (CSI), which measures if orders are complete and on time, is at 90 percent or greater.
• Associates are provided at least 20 hours or more per year of off-the-floor, or classroom, training.
• A production process is established for daily, weekly and monthly accountability.
  • Daily meetings review the schedule, quality, cost and inventory
  • Weekly financial accountability meetings
  • Monthly scorecard reviews
  • Quarterly reviews
• The plant is always moving toward the next record in safety, productivity, quality and inventory levels. Associates are excited about creating a positive environment where people hold themselves accountable.

How does your plant or company define an effective lean operation? Respond to this blog post with your questions, comments and stories related to this topic.

Related posts:

1. Start the lean journey by planning the trip When I have occasion to speak with people about lean...
2. Win with TWI or lose without it! What does TWI (Training Within Industry) have to do with...
3. The objective is to eliminate surprises Surprises have their place, but they are not welcome in...
4. Has anyone applied lean to government institutions … ever? I recently had cause to visit a state government office...
5. Lean thinking … to go! As I’ve gotten older, I have tried to curtail my...

If you enjoyed this post, please consider leaving a comment and subscribing to the email alerts or RSS feed.

Filed Under: Featured, Lean Manufacturing    |  Tags: business management, change management, Lean Manufacturing, OEE, People Management, plant safety, productivity, quality, six sigma

Comments