Case Study: Developing Lean Competencies for Real Results
The challenge
A major international windows manufacturer wanted to develop the lean manufacturing capabilities of its key production staff with the aim of reducing operating costs and improving operating performance.
The approach
The company wanted to develop the capabilities of its key people but also provide them with some recognition of the effort in raising their skill levels. To achieve this it decided to use the Certificate IV in Competitive Manufacturing as the vehicle for capability development.
The Certificate IV in Competitive Manufacturing is a nationally recognised qualification that is based on lean manufacturing techniques.
Lean manufacturing is the practice of eliminating waste and improving the system so that work flows through as the customer demands it. In Lean terminology waste is defined as any activity that does not create value for customers.
The next decision was to find a partner to deliver the Certificate IV training program. ACIG was chosen because our approach is not just about training, we focus on using the training in the Certificate IV competencies to achieve results.
This means most of the training activity happens on the factory floor, using real problems and situations as learning case studies.
Although ACIG tailors every Lean implementation to match organisations characteristics (because every organisation is different), this one had the following steps:
The results
The results have been dramatic and include:
An important factor in the success of this program was the involvement of the General manager. Although already well versed in the principles of Lean manufacturing, the GM undertook the training with everyone else, thus demonstrating his commitment to it and giving the message that ‘this is important’.
A major international windows manufacturer wanted to develop the lean manufacturing capabilities of its key production staff with the aim of reducing operating costs and improving operating performance.
The approach
The company wanted to develop the capabilities of its key people but also provide them with some recognition of the effort in raising their skill levels. To achieve this it decided to use the Certificate IV in Competitive Manufacturing as the vehicle for capability development.
The Certificate IV in Competitive Manufacturing is a nationally recognised qualification that is based on lean manufacturing techniques.
Lean manufacturing is the practice of eliminating waste and improving the system so that work flows through as the customer demands it. In Lean terminology waste is defined as any activity that does not create value for customers.
The next decision was to find a partner to deliver the Certificate IV training program. ACIG was chosen because our approach is not just about training, we focus on using the training in the Certificate IV competencies to achieve results.
This means most of the training activity happens on the factory floor, using real problems and situations as learning case studies.
Although ACIG tailors every Lean implementation to match organisations characteristics (because every organisation is different), this one had the following steps:
- Raise awareness of the techniques and principles of Lean. ACIG achieved this using a Lean simulation game called the Blast game. In the Blast game participants take roles in a fictitious factory and use Lean principles to improve its performance and save the company from ruin. As a hands on experience it is a powerful way to teach Lean.
- Map the value streams. Value Stream Mapping is a technique used to analyse the flow of materials and information currently required to bring a product or service to a consumer. Mapping the value streams is an important first step because it helps identify constraints in the system and where to focus improvement effort. Value stream mapping usually results in a list of improvement projects that require other Lean tools, such as Quick Cjh
- Implement 5S. 5S is an approach to organising and managing the workplace and work flow with the aim of improving efficiency by eliminating waste and improving flow. 5S is an excellent means of involving everyone in practical day to day lean activities. It is the vehicle for culture change in many Lean programs.
- Mistake proof problem areas. Mistake proofing is about anticipating where errors might occur and putting in preventative measures so that they don’t occur.
- Introduce “pull” manufacturing and Just in Time. Just in Time means making product only when the customer wants it. The customer effectively “pulls” the product through the manufacturing process. Takt time, kanbans and one piece flow are key aspects of the training.
The results
The results have been dramatic and include:
- Lead time has reduced by 2 days. The lead time is also more consistent.
- Quality has improved. Rework has reduced and the reject rate has dropped by 15%
- Productivity has improved by 10%
- Morale has improved. This is a significant change that has occurred as people have become involved in Lean and realise what it can do and the impact they can have.
An important factor in the success of this program was the involvement of the General manager. Although already well versed in the principles of Lean manufacturing, the GM undertook the training with everyone else, thus demonstrating his commitment to it and giving the message that ‘this is important’.
ACIG uses hands on simulations to teach Lean
Future state map provides a picture of how things can be
