A General Procedure
To develop a Lean Manufacturing Strategy and implementation plan, we recommend six general steps:
Our Lean Manufacturing Assessment is a good tool for this. It examines nine key areas and points the way to appropriate improvement techniques. Process Mapping and Value Stream Mapping are also valuable.
The Key Manufacturing Task is the task that is most important for competition in the market. It provides the focus in Focused Factories. A factory should have only one or two such Key Manufacturing Tasks according to Wickham Skinner.
Identifying the Key Manufacturing Task starts with what Terry Hill terms "Order Winning Criteria" or "Market Criteria." Market Criteria are the factors that customers use to decide among competing sellers. We should, in effect, ask the customers why they bought a particular product. Their responses lead to the task that must be accomplished to win new orders.
Workflow emanates from process and layout. What equipment does the work and where it is. For many (but not all) manufacturers, workflow is the best place to start. It corresponds to von Clausewitz' "center of gravity." With a streamlined workflow, many other things become easier.
In the beginning, you will not know the final layout and arrangement of the factory. However, you should be able to:
For shops with hundreds or thousands of parts, this requires experience in Group Technology. Without such a background, visualization of the future state is difficult.
The paradox is that the larger the number of parts, the more likely it is that workcells will be viable. It does take work to untangle the mess and identify cells. It often requires sophisticated methods. Our series on Group Technology explains.
Based on the vision of the future state, pick the appropriate elements of Lean Manufacturing from the Lean Laundry List. You may also identify other advanced manufacturing techniques that are not on the usual lists of Lean Manufacturing.
Lean Laundry List
Infrastructure supports or enables the process. Infrastructure includes:
Here, again, experience is important. Not because the problem is so difficult but because the paradigm is so different.
Precedence may require the use of certain elements to make some other element practical. For example, Rapid Setup (SMED) may be necessary to enable kanban. In addition, workcells make kanban simpler and easier. Workcells also function better with small lots. The precedence might therefore be Workcells, SMED, kanban. In reality, these are likely to be concurrent as much as sequential.
Priorities depend partly on precedence but they also depend on ROI. By giving priority to elements, products and areas that promise the fastest and largest returns, the transformation becomes self-financing.
Some companies start with 5S. They want to clean the place up. This seems like a good thing and Martha Stewart would surely approve. However, Cellular Manufacturing might be a better starting point for the following reasons:
Another factor for priorities is the "Low Hanging Fruit" principle. For various reasons, it may be very quick and easy to implement one or another element. It makes sense to give such elements higher priority.
With a broad overview of the situation, a vision for the future and knowledge of precedents and priorities, we can now plan our action.
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SEP 2007 |