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Lean Deployment

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This topic contains 7 replies, has 6 voices, and was last updated by  W.T. Doer 12 years, 3 months ago.

Viewing 8 posts - 1 through 8 (of 8 total)
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  • #46503

    sanjeev
    Member

    I am woring for an organisation where the union agreement talks about xx number of components per day. Cycle time . Takt time and efficiency are no driving factors.
    Manpower and line side inventory levels are high as employees can idle out after filling line side inventory for the day.
    Can any one suggest me an approach which I should adopt to implement lean principles or Practices (5S standardized work, Data analysis, Built in quality etc  )
     
     
     
     
     
     

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    #153803

    Sunil Agrawal
    Member

    Start a incentive scheme for production more than the target and revise the target during next union agreement.

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    #153804

    sanjeev
    Member

    Dont you feel that Incentive scheme when we have a lot of inefficiency already in the system will be a disaster. We are already paying overtime for any extra production component. 

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    #153806

    Sunil Agrawal
    Member

    You are right. But as there is a union agreement, you can not do any ohter thing. Just start incentive scheme. Extra financial burden due to scheme will be much lesser than the benefits due to increased productivity. Parallely you can work on reduccing std. cycle time & set-up/Start up time. I hope that agreement will be there for the productivity in acutal production time on the basis of std. cycle time. It will not be there for set-up/start-up time. 

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    #153807

    accrington
    Participant

    You have a big challenge. You have to persuade management, the unions, and the employees to end payment by piecework. I was in the same position about 12 years ago in an automotive component company, and exactly the same practices you describe went on. Some employees would fill their quotas, then skive off. Others would work like maniacs to get more money. Under those circumstances it is impossible to level production, and establish takt time, etc. It was only by changing the reward system that we were able to successfully implement Lean (called it TPS in those days).
    Changing targets, as suggested by another poster, will only make matters worse.

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    #153811

    Ovidiu Contras
    Participant

    Sanjeev,
    Your mamangement team has to understand first that what you got there is the ideal recepy for going out of business. Once they understood that, then you can suggest Lean. You can start highlighting the waste in the entire process by giving specific examples (overproduction, driven by utilization; inventory ….) and making the link to the related costs…
    Hope this helps

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    #153822

    The Force
    Member

    Assuming that there’s already top level support — need to start first with a Value Stream Map to see the bigger picture and how things are performing relative to flow and other metrics, then decide on the focus areas and tools to use such as JIT, Levelling, 5S, TPM, among others.

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    #153827

    W.T. Doer
    Member

    You will undoubtedly get many replies regarding tool usage. This is a common pitfall.Where you WILL need the tools at some point, in order to be successful, you need to learn about how to be successful at Organizational Change. The leading authority on this topic is John P. Kotter of Harvard University. He has published widely on the topic, but the two best short books are “Leading Change” and “The Heart of Change”.That’s the toughest part – the tools are easy.

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