A Powerful Model for Quick Deployment
LeanDNA has a team of lean manufacturing
experts who have led major conversion of facilities in
many countries across a variety of different industries.
During the past 20 years, most companies have become knowledgeable
on lean manufacturing and the basic tools and methodologies
that go along with this way of working. While these principles
are relatively straightforward, it takes a team of experts
with many years of experience and a substantial amount
of time to change the culture and processes in a traditional
manufacturing system. Companies can see where
they want to be - the challenge is how to get there.
Proven Track Recording in Guiding Lean Conversions
Converting a factory to lean manufacturing
is challenging. LeanDNA has a proven track record in
being able to not only guide the lean conversion, but
use a methodology that makes the new way of working a
core to the overall company culture.
By working in many factories over the
years, we have observed recurring patterns both in technology
and in human behavior. This experience has coalesced into
a set of guiding principles that we use to help our clients
set strategies.
- Visibility
of operating conditions and production plans are the
hallmark of a productive plant.
Equipment status is visible even from afar, defects
stand out, and production instructions are clearly displayed.
No excess WIP blocks the view, and materials handling
has been streamlined. Work areas are clean, orderly,
and well marked.
- In the
age of operator-machine systems, operators are the determining
factor of productivity.
Analysis of operator work content is essential. No machine
will run properly unless instructions are given to operators,
with training and regular updates.
- Operator
involvement in improvement projects is essential to
success.
Only machine operators know the details of their problems.
The projects we recommend typically do not require heavy
investments but rather small groups implementing simple
changes with small budgets, based on their own ideas
but with large cumulative effects.
- We help
our clients focus on internal causes of inventory
accumulation.
Inventory accumulates due to several causes acting in
conjunction. FIrst, work in process buffers are used
to alleviate capacity shortfalls. Production planning
assumptions of long lead times are self-fulfilling.
Long changeover times force long production runs. Inefficient
distribution and logistic systems need inventories at
various locations. Unlike market forecasts, production
capacities and process flexibility are internal factors
that can be acted upon.
