|
 The
company in this example manufactured a wide variety of commercial
and home water purification products. Some were quite simple, others
fairly complex. A wide variety of injection-molded parts were made
onsite.
Over
the previous several years, the company had initiated over 150
Kaizen Blitz'. Many of their cells and small production lines seemed
well designed and effective.
Team
development, Total Quality, Setup Reduction, Lean Scheduling,
inventory reduction, and overall layout planning had been ignored.
The results:
-
Good
Productivity Within Cells
-
High
Inventories
-
Complex
Material Flows External To Cells
-
Messy,
Fragmented Storage Areas
-
Quality
Problems
|
In
addition, many people in the organization were frustrated with the
constant pressure for instantaneous results, the lack of important
fundamental changes, and the diminishing returns from each
subsequent Blitz.
The
executive who promoted the overuse of the Blitz had recently
departed. A Strategos consultant then conducted a 2-day seminar, Facility
Design for Lean Manufacturing. The intent was to
rationalize the macro-layout.
During
this seminar, the managerial team also began to think through
their Manufacturing Strategy. They began to develop the fundamental
skills and knowledge that would eventually lead to a highly
successful manufacturing operation.
Other
Examples
Is
The Kaizen Blitz Right For You?
When
Kaizen Raplaces Strategy
Kaizen
& One Piece Flow
Rationalized
Workcell Design
Workcell
Design Seminar
|
