In Part 1, we talked about the “why” of quick change. Now, let’s attend to the “how”.
I used to send IW articles about lean. But I’ve switched to covering corporate culture, change management, and employee engagement morale. Thus the two articles on culture and morale. With more to come.
There are a couple of reasons for this…
First, I cover lean here and in my email so I don’t have many ideas left for IW. I’d often go a year or two between submissions to IW about lean.
Second, lean is covered quite well by Larry Fast. I’ve linked to a couple of his IW articles here. He’s about the best I’ve read. (Lonnie Wilson, Jamie Flinchbaugh, and James Shook also come mind as better than average writers on the topic.) So I figured I’d leave the IW lean turf to him.
Hey, I just got another article published on the Industry Week website. Here it is…you should read it.
Before you read this post, take a look at this video. It’s related to our topic and…it’s just really cool. (You can start at the 30 second point. Then, watch closely because it happens quickly.)
I always like reading about the winners of Industry Weeks’s Best Plant Awards. I especially like reading about winners from what we often think of as “rust belt” industries. That’s decidedly the case for the Accuride Wheel End Solutions plant in Rockford, IL. (Here’s the link to the story to learn more about the plant and why it won the award.)
This particular story caught my eye because an Accuride plant here in NE Ohio was a client of mine about, oh, 15 years ago back when I worked for Work In Northeast Ohio Council. That plant machined and finished truck wheels that were forged in Erie, PA. That plant also would never, ever have been able to win any kind of “best plant” award. As a matter of fact, it was the single worst plant I’ve ever worked with.
The plant floor was usually covered in water, while most of the machines had their electric panels open with fans blowing on them in an effort to keep them from overheating. Yeah, I was always pretty nervous walking around the plant. Such meetings as I had with management (the plant manager would regularly schedule meetings with us, then conveniently be “out of the plant” when the scheduled time came) showed me that the leadership team just wasn’t competent. (Strangely enough, the plant was ISO certified.)
All this is to say that I’m happy to see that Accuride (the Rockford Plant, at least) has gotten its act together. The company president mentioned in the article, Rick Dauch, was not in place at the time I worked with Accuride. (In fact, it looks as if the entire leadership team has changed. The company now has a VP of Quality and Lean) Rick’s dad wrote a book, American Drive: How Manufacturing Will Save Our Country, that related the story of his turnaround of American Axle in Detroit. Richard Sr. was an early proponent and implementer of employee participation and lean principles.
I distinctly recall meetings with the plant management team and the President and Vice Presidents of Operations and Human Resources in which we nearly begged them to consider implementing a broad array of lean principles and methods. (We were there to help develop operator task instructions.) We were pretty much ignored. It appears that it took a complete changeover of leadership to implement what my colleagues at WINOC and I were proposing 15 years ago. Better late than never, I suppose.
And that plant that we worked at here in NE Ohio? It’s gone.
I just posted my newest YouTube video, “How to Implement 5S: A Quick Overview”. It’s just that…a quick overview. All the detail will be coming in further videos.
Here it is.
OK, I don’t actually want you to altogether forget about lean. I do want you to get rid of the notion (if you ever had it) that lean is a tool bag of tricks and techniques for wringing a few bucks out of your manufacturing processes or for getting another percentage point of efficiency from your employees. There are ways of achieving those ends if that’s what you want but lean ain’t it. Rather, lean is all about creating a smooth, consistent, predictable flow of information and materials through your organization. I found a couple of good articles that reinforce my thinking that I want you to check out.
I’ve often said that lean is NOT cost cutting. Maybe a better way to put it is, lean is one thing…cost cutting is another. I found an article that provides a few good examples of cost-cutting that aren’t lean. And that’s not a bad thing.
Continue reading Cost Cutting vs Lean
In a recent (excellent) article on the challenges of sustaining 5S, James Womack (author of “The Machine That Changed the World”) tells us:
“I frequently hear 5S advocated as some sort of “clean up, fix up” campaign, an “easy way to get started with lean”, raise morale, impress investors, impress customers, and, in general, create the appearance of a “world-class” company (whatever a “world class” company may be).”
In the last post, we recommended posting charts at each work station to gather information about production and performance that would be used to identify and solve problems. Remember, the purpose of these charts isn’t simply to gather data that will be used later by your resident black belt (though it certainly could be). The purpose is to identify and address problems in real time, in other words, lean problem solving. So we’re interested in gathering as little information as possible in as “user-friendly” a way as we can and still get good problem solving accomplished.