Su equipo de Lean Manufacturing está luchando por cumplir sus objetivos. ¿Cuál es la mejor manera de cambiar las cosas?

The best way to address is to create a cross functional task force which must have team members from the shop floor. Map your current process to the smallest element to check if there is similar understanding across the entire chain. Create sub-goals for the small steps which ultimately roll up to the main goal.

When teams face challenges with process stability and quality issues for example, lean manufacturing tools might not suffice, especially for data analysis or optimizing process parameters. In these cases, adopting the Six Sigma approach can be more effective. Its targeted framework is designed to tackle complex problems, making it an ideal strategy for improving efficiency and quality where lean methods fall short.

Pour renverser la tendance et conduire l'équipe à atteindre les résultats, il faut dans un premier temps retrouver les points de blocage. Pour ce faire une visite en équipe du processus à améliorer est nécessaire. Elle permettra d'évaluer les résultats des actions menées initialement. Les gaps de cette évaluation permettront de mettre en place des actions objectives. Mais ne perdons pas de vu l'autre aspect qui consiste à redynamiser l'équipe. Une solution serait de revoir le processus et le diviser en plusieurs dans la mesure du possible. Le but étant de se fixer des objectifs pour chaque sous processus, l'atteinte de ces objectifs constituera en elle-même une motivation pour l'équipe sans oublier de célébrer chaque bon résultat.

First thing to understand is that the lean team alone cannot bring any change. Transformation requires involvement from all. That can only be brought in by Top management drive. Top management has to set the vision for lean. Cross functional team has to then identify initiatives that are can help achieve the vision. These should be goal oriented and time bound. Each initiative needs a leader and team to drive in. Role of Lean team should be to facilitate these teams and create & ensure adherence to initiative management and reporting framework

Eu acrescentaria na identificação do problema, a análise do time que vai tratá-lo. É importante ter o time certo pra tarefa certa. Muitas vezes precisamos de um time mais analítico, outras vezes mais executor e muitas vezes os dois juntos. Mas é importante " distribuir as camisas" pra que cada um saiba seu papel e use suas melhores habilidades na tratativa do que estamos tentando mudar. Ou seja, " primeiro quem".

The first & foremost thing to be done is , identify the areas of improvement. Than prioritize the actions. Monitor them regularly. Run the PDCA cycle continously unless until the goals are achieved. Delegate individual tasks that too in a focused manner after assessing their potentials so that they do not allow to drop the achievements .

Sometimes biting off more than we can chew, or beginning the improvement process too late (delays in the Hoshin process meaning we start two months in, trying to deliver 12 months progress in 10) can contribute to what we see as ‘failure’. We promote ‘do 3 things’. What are the 3 top items in the plan that can be done quickly with least resource. Do them. Every time you knock one off the list of three, add one. But do not try to boil the ocean, tackling every action, by using the same, over stretched resources to do so. That’s crazy and doomed to fail.

Os indicadores de desempenho têm um papel crucial na metodologia Lean, permitindo a mensuração do progresso e a identificação de oportunidades de melhoria. Com a correta definição e monitoramento desses indicadores, as organizações podem obter resultados excepcionais, reduzir desperdícios, melhorar a qualidade e aumentar a satisfação do cliente. Portanto, a utilização de indicadores de desempenho na abordagem Lean é essencial para o sucesso e a sustentabilidade das organizações.

This is an important steps to prioritize the improvement opportunities and the best recommended tools are Cause & Effect (CE) Matrix and the Impact-Effort Analysis. Both the tools will help to prioritize the improvement actions and get the desired goal right on time.

En mi opinión, para priorizar las oportunidades de mejora, lo primero que hay que visualizar es la productividad de cada uno de los procesos (utilizando las mismas unidades, como por ejemplo piezas/hora, €/pieza, etc dependerá del proceso). Una vez que se tienen esas métricas fiables, se seleccionará el proceso, máquina, estación o línea, la cual con un menor esfuerzo/coste se podrán conseguir resultados positivos y notables. Esta primera mejora (proceso piloto), será fundamental comunicar los resultados haciendo mucho ruido, para convencer y sumar a la mejora continua tanto a la dirección, mandos intermedios y operarios de que es el camino a seguir. Es fundamenta hacer ver que el esfuerzo y el trabajo invertido en lean da sus frutos.

Ao delegar tarefas temos que ter o cuidado de não fazer a famosa delegação perversa, aonde os colaboradores não possuem o conhecimento específico ou começam a responder por questões que não são de sua responsabilidade. Temos sempre que ter o cuidado para que eles não se sintam exaustos por estarem muito atarefados e que executem atividades que agreguem realmente no aumento do conhecimento. Tarefa difícil, mas que todos os coordenadores tem o dever de lidar no seu dia a dia, fazendo com que as delegações de tarefas busquem sempre o crescimento para as suas equipes.

O treinamento da equipe é muito importante, tanto em relação as ferramentas que serão utilizadas durante o trabalho quanto a importância que deve ser dada ao cumprimento das ações do 5W2H, com estes alinhamentos é gerado um engajamento maior entre os integrantes da equipe e os resultados otimizados.

We need to understand that systems / processes work best when the team is ready. So first of all, we need to understand - is the team equipped with all the necessary tools? And above all - is the team ready mentally / psychologically. We always miss the last part, which is most crucial and is purely subjective. Only a True & Genuine Leader can identify this.

Action items gathered during the Gemba Walks would be sent to each supervisor and team lead. From there, they would delegate implementation of an action to their teams as time permitted. By allowing the teams to implement, we received buy in from them.

Zuefikar: you are very qualified to share your awesome leadership and experience in creating, Gemma walking and auditing the Accountability Boards. Cheers 🍻

The implementation and monitoring phase is crucial in Lean Manufacturing as it ensures that improvements are executed and ingrained in the process. Utilizing PDCA (Plan-Do-Check-Act) cycles facilitates iterative improvement and helps identify areas for further enhancement. Kaizen events are intensive, focused improvement activities that can lead to significant changes. Meanwhile, tools like control charts and dashboards provide real-time data, enabling teams to respond swiftly to any deviations from the desired state, ensuring continuous improvement is maintained.

O Lean Manufacturing é um veículo de transformação pela qualidade total no negócio, do pedido ao pós-venda. Isso deve ser uma responsabilidade de toda a organização, não de uma equipe. A IA não entenderá isso, porque poucos entenderam isso no mercado. Dado a consideração, implantar reuniões estruturadas de gestão da rotina diária (GRD) talvez seja uma boa forma de motivar todos pela qualidade total. Durante mais de uma década testei diferentes ferramentas de gestão de ações para gestão diária e, a melhor forma que encontrei de fazer, foi integrando todas as ações da empresa em um único banco de dados, conectando com metas e objetivos estratégicos do negócio. A tqmwork.com tem uma ferramenta completa para resolver esse problema. Confira.

Fundamental the routine management and monitoring of KPIs to ensure that improvements are effective and sustainable over time. The use of tools such as control charts, run charts, and monitoring dashboards is also essential to measure the results of improvement actions and identify ongoing opportunities for enhancement. It is important to emphasize that PDCA is a method, not a tool as mentioned in the above text, which can be complemented by various management tools and practices, adapting to the specific needs of each organizational context.

First we need to figure out the current status and obstacles we face then start by doing the following actions: 1.Identify Bottlenecks: Analyze the production process to identify bottlenecks. 2.Team Collaboration: Open communication among team members. 3.Training and awareness: Provide additional training and education on Lean Manufacturing principles and techniques. 4.Continuous Improvement: Encourage a culture of continuous improvement with cross function team. 5.Metrics and KPIs: Establish clear performance metrics and key performance indicators (KPIs) to measure progress. 6.Leadership Support: Ensure strong leadership involvement through milestones. 7.Flexibility: Be flexible and willing to adapt strategies as needed based on feedback.

What is not clear is what the goals for this team are? Until these goals are clearly and precisely defined the article asks the wrong question. Secondly are these goals easily connected to the business vision? Thirdly what resources do these require to execute effectively and are these in place? Answer these questions and there is a chance of success. Fail to answer them and failure is guaranteed.

Recognize and celebrate achievements, no matter how small, to boost morale and motivation. Additionally, analyze failures to understand root causes and implement corrective actions to prevent recurrence.

Uma das melhores maneiras para a equipe de lean manufacturing atingir suas metas é através da implementação de práticas e técnicas lean, como kaizen, 5S, Kanban, entre outras. Além disso, é essencial manter um constante foco na melhoria contínua, identificando desperdícios, eliminando atividades que não agregam valor e buscando sempre a excelência operacional. Manter uma comunicação clara e eficiente entre os membros da equipe e garantir o engajamento de todos também são aspectos fundamentais para alcançar os objetivos estabelecidos. É importante lembrar que a constância de propósito e a dedicação de todos os envolvidos são essenciais para o sucesso da equipe.

I will share my thoughts from a different angle - while understanding Lean Methodology, training is vital, it is also important for Sponsors to understand Lean, Understand the returns of the program and not to sound like a Employee work reduction method. it is important to train and provide opportunities to the Employees affected and make it visible.

- Analyze the results of improvement actions and acknowledge the team's achievements. - Adopt a culture of continuous learning where failures are seen as growth opportunities and lessons learned are shared. - Organize structured feedback sessions to reflect on successes and failures.

Para melhorar a eficácia da equipe de Lean Manufacturing, é essencial identificar e eliminar desperdícios, envolver os funcionários, oferecer treinamento contínuo, estabelecer metas realistas, promover feedback e melhoria contínua, padronizar processos e monitorar o progresso regularmente. Essas práticas podem ajudar a equipe a superar desafios e alcançar as metas estabelecidas.

Something else to consider is the validity of the goals in the first place. You may be failing because your goals are wholly unrealistic. There are various goal setting methods out there, but whichever you choose, they must test for authenticity. Goals need to be achievable, yet we exist in a world that still bases goals on pipe dreams, wish lists, good intentions and hopes and prayers. Test your goals before you embark on the journey: 1. Are they realistic? Do we currently measure? 2. Are they well defined? ‘(Verb + noun) From (measure) To (measure) By (date)’ Example: ‘Reduce Complaints from 120/month to 10/month by Q4’ 3. Do we have resources? Time, people, money? 4. Do they make sense? Remember: well begun, half done.

You need to apply the same problem solving methods that you use to address other issues. Describe the current state. Make sure the goal set is ok. List the main issues that are preventing the team to achieve goal. You will need to confirm with data( numeric or not) that this issues are real. Prioritize the issues that need to be solved first and the gap that solving the issue will close regarding the objective. Prepare an action plan to address the issues. . Implement the action plan and analyze the results. If you are closing the gap congratulations, go ahead. If not, go back to the planning room and reanalyze the situation. Problably the team is missing an important point that need to be found

The purpose of a tool is to make life easier. If your approach isn't making life easier, find another approach. Don't buy into the hype that one method is the "cure all." That is never true and leads to countless frustration. Find out what each tool is ideal for. You might be able to make it work in other cases, but if it isn't solving your problem, then look elsewhere.

Senior Leadership need to be part of improvement action. One of main failures of lean / improvement program is lack of senior leadership support.

To turn around a struggling Lean Manufacturing team: Assess: Identify the root causes of the issues and areas for improvement. Communicate: Engage with team members to understand their perspectives and concerns. Refocus: Align goals and priorities, emphasizing the importance of Lean principles and teamwork. Train: Provide additional training or resources to enhance skills and knowledge. Empower: Encourage team members to take ownership of their roles and contribute ideas for improvement. Monitor: Establish metrics to track progress and provide regular feedback to the team. Support: Offer guidance, motivation, and resources to help the team overcome challenges and achieve success.