How do you minimize the company\'s potential loss of production during the \"dep
ID: 453045 • Letter: H
Question
How do you minimize the company's potential loss of production during the "deployment period" of the new lean program; and, more importantly how do you make sure the new program sustains itself in an ongoing continuous manner without everyone reverting back to "business as usual" and your lean program becoming just another "flavor of the month" that will soon pass?
Explanation / Answer
1) When changes are proposed, employees often feel threatened, few think that there is something wrong with their current performance, but most just feel uncomfortable with the unknown. Moreover, even when there was no resistance or discomfort on the change, it may take time to change strategy, making the production management affected. When companies embark on this journey, the quality management of lean manufacturing should work to help people understand why and how to eliminate fears. People will have to learn new skills and tools they will need to gain time, and experiment with new processes and methods every day to make things better. There is a financial investment in training and process changes. However, the evidence is clear that the payback is in months, not years.
They must attack to all corners of the company from the accounting, purchasing, human resources to manufacturing. Each company starts with a different set of ingredients and restrictions, but there is a road map with road signs that help you determine where you are and offer possible solutions to help you get where you want to go through learning by doing. Many people have tried to succeed by copying the solutions that Toyota or other examples, but each company is unique and probably some specific problems and constraints for a Lean culture will, but within the organization itself are the answers. Collect lessons learned is part of success in the long journey of lean manufacturing.
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