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Many like to skip over analysis and get to the improve stage, mainly because they feel like they already know what is wrong and want to get to the business of improving quickly. The foundation and structure in A-3 Reporting
as well as 5-Why and Fishbone problem solving will help
to ensure the root cause is the focus of the improvement
or fix. The PDCA cycle (plan, do, check, act) is a very structured and scientific method to root cause analysis
and problem solving. The discipline and rigor that goes
into Deming’s PDCA cycle is yet another reason that this a foundation and building block to success.
GEMBA WALK
Some may not be overly familiar with this term but the idea is that we go to the shop floor (or wherever the work is done) and observe. It has been called “management by wandering around” as well as a “waste walk”. It involves being on the continuous search for wasteful activities
and ways to make improvements. This tool, coupled
with empowerment, will provide tremendous strides in employee engagement and hopefully additional buy-in from numerous levels. As a manager or leader, the more time we spend on the floor with our core management team the more opportunity there is for our shop floor employees to be part of the improvement process as we solicit input on issues and concerns. This is a daily practice that coupled with problem solving activities (PDCA) and other lean tools is a very effective method.
VISUAL DAILY MANAGEMENT
This tool wraps everything together so that everyone within the department or facility can see the improvements over the course of days, week-s, and months. Visual
daily management is a systematic, fact-based, goal oriented, active style of leadership to manage operational performance. Again, coupled with the PDCA cycle, this
stage brings about structure and aligns the entire team (labor and management) in continuous improvement.
It must include clear goals and should also be linked to corporate strategy and KPIs (Key Performance Indicators). The leadership group should be able to drive improvement and plan daily activity around the data collected here, while employees know the process and can help with problem solving. This becomes a dashboard for accomplishment and helps keep a process in place for daily accountability. The daily management should effectively link the vision with execution by tracking its actualisation in response to the plan, and keeping the team aligned and on track.
The benefits of implementation and using lean tools for continuous improvements are considerable. However, I do want to reinforce the idea that lean is first and foremost
a shift in the culture. We must keep in mind that lean is more than tools in a tool box. It is a mindset. It is total new system approach. And as lean thinking is embraced, the culture of the organization shifts. Lean implementation must be an integral part of the organisation’s strategy, and successful implementation requires commitment and involvement across all levels.
Jerry S. Sikula is Plant Manager and Lean Six Sigma Master Black Belt at Stratas Foods in Fresno, California. He previously worked as Project and Asset Manger at Sucden Americas Corp. and Regional Plant Manager at Hilex Poly.
Email: jerry.sikula@gmail.com
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