BackStreet Lean: Solutions for the Job Shop, Plant Edition
Through the successful application of Lean in the job shop, a group of world-class plants share their best practices and numerous photos from their shops.
TABLE OF CONTENTS BackStreet Lean: Solutions for the Job Shop, Plant Edition
Phase 4: Running LeanTM
Overview
Section Overview
Phase 4 focuses on keeping alive the Lean improvements you worked on so hard to implement. Remember, becoming Lean is an on-going pathway for product and process improvements that continue to eliminate waste and improve profits.
| Critical First Action | Eliminating final inspection reduces defective parts by identifying and immediately correcting problems throughout the manufacturing process. Quality personnel work with operators to do in-process inspections. |
| Critical First Action | An employee performance point system helps ensure employee success by offering rewards, certifications, training, or other assistance, based on adherence to a set of standards and criteria established by management for employee performance. |
Tool life management is a structured, objective system for indicating the optimum point at which to change tools. The system is most successful for long-run types of jobs but can also be implemented for short-run jobs.
Manufacturing product to customer requirements helps eliminate overproduction. "Good enough is good enough," means the specifications on the blueprint are what the customer wants. In an effort to exceed requirements, overproduction increases the time required to run the part, and ultimately affects company profit.
Develop compensation systems that support cellular production. Hourly wages and benefit packages are incentives for cell operators and other employees that are required to run multiple machines instead of sitting in front of a single machine all day. Labor costs may increase slightly, but overall production costs go down because one person is running the whole job instead of several people running parts of the job.
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