How to Successfully Implement Lean Manufacturing in Your Company

Lack of people skills, especially among top company managers, is one of the leading reasons that lean implementation programs fail.

It can be very difficult for managers who have conducted business the same way for years to be comfortable using the tools found in Lean Manufacturing. Some managers have even been known to take actions that hinder or sabotage the success of a lean implementation do to their embarrassment or intimidation caused by a lack of knowledge when it comes to lean principles. It is the lack of leadership, never the shop floor workers, that is usually to blame for the failure of a lean manufacturing implementation.

With that said, how then can we successfully implement lean manufacturing?

The first step should be to ensure that all members of the senior management team are totally committed to the process. They should be prepared to support any projects that the implementation spurs.

After all the members of senior management are on board, they have the task of effectively communicating the their vision for what the company will be have after the implementation (known as the Future State) to the rest of the people with management roles. Once all managers are familiar with this vision a brainstorming session should be held to select the leader who is the most natural choice to move the company towards this vision.

The leader needs to have excellent inter personal communication skills, as well as an ability to operate effectively in a cross functional role. They should have a proven record as an excellent project manager. The leader should not be about achieving personal glory with this role, but instead have the best interests of the company at heart. They will use their charisma and power of persuasion to bring others along for the journey.

This is the point in lean implementation where some common mistakes are made. One common mistake is to assume that only production and manufacturing will be involved in this transformation. This often leads to the election of a leader with the proper knowledge of the manufacturing side of things, but who lacks the necessary people and communication skills.

Once the appropriate project leader is found they will need to assemble a team of key people from across the value stream. The best way to recruit people for this leadership team is to fully explain the process to each department and then ask for volunteers from each department. While there is no strict rule about how many people should be on the leadership team, experience has shown that a group of three to five people from different departments can be very successful. This core group of people will be your lean implementation team. This team should have a senior executive or executive board member to support them as they go through the process.

What is the next step?

The next step will be to train your implementation team in the tools and techniques of lean manufacturing. The best option will be to hire a professional lean advocate who has hands on experience with the struggles that can be a part of implementing a new system. Simple techniques that are great for initial training include 5S and 7 wastes.

The part of the implementation that is concerned with creating a world class work place is known as 5S, 5C or CANDO. This is a tool that is able to be quickly implemented into the workplace, as it involves very little expenditure and forms the basis of visual management.

Your lean implementation team should be trained in 5S, and then an area should be chosen where 5S can be introduced as a pilot program. It is imperative that your pilot area be staffed with a manager who is excited about the prospect of lean manufacturing and willing to embrace new ideas and techniques. It is very important that your pilot project not fail. You want to identify some places where you can implement 5S and get some quick and easy wins in your column, places where it will make a strong visual impact. Your first month of implantation will set the tone for the rest of the implementation so it is wise to set small obtainable goals that are sure to be reached within that first month.

This is also the time where you should be able to see your charismatic implementation team leader shine. Other members of the implementation team will probably have a certain level of negativity, which is not surprising considering the radical change you are bringing to the organization. A good project leader will be a strong communicator, arbitrator, and confidante during this period. The best way to get your leadership team to buy into the project completely is to allow them to have a part in the small projects that will be your early success stories. The idea of kaizen, or continuous improvement brought about through small steps that lead to permanent change, rather than one big change all at once, is very important here.

You can think about rolling out 5S to other areas of the company once it has been operating successfully in one area for some time, say approximately 3 months. You can impact the success 5S in other areas by how you choose the members of the implementation team. When done well you will see a ripple effect of 5S success throughout the company. This is the beginning of your 5S success.

Using this technique you will have accomplished three main things: set the stage for a successful implementation, helped the staff of the organization get used the idea of change in a fairly gentle way, and made some great company improvements.

Below is an outline of the implementation program for Lean Manufacturing:

• Agreement on a vision by senior management
• Select a project leader through brainstorming
• Effectively communicate vision and plan to organization
• Ask for volunteers for lean implementation team from various departments
• Select final 3-5 members of implementation team
• Train the implementation team on lean manufacturing techniques and tools
• Start with a pilot project, with 5S being an excellent choice
• Learn from your mistakes as the pilot project runs for 2-3 months
• Implement the pilot project in other areas
• Get feedback and analyze results

After you feel confident that you have habitual program it is time to consider implementing other lean tools. Always pick the tool that will have the greatest impact on your particular business. You will implement this next tool in the same way that you did the first.

Your most important step will always be to ensure that company personal are on board with the plan, as you will need their support and cooperation throughout the implementation.