Lean office - a component of the lean manufacturing concept with a unique cost reduction technology projected onto the office. The lean office is the most modern effective tool for combating losses.
I suggest you consider the following types losses:
1. Work in progress - 70% of orders from superiors are not completed for various reasons.
2. Errors in documents - in this case, additional time is spent on corrections, that is, repeated work with documents.
3. Doing unnecessary work. About 50% of the “unfinished” 70% turn out to be unnecessary upon in-depth analysis. At the same time, time, effort and money were spent on the processes.
4. Extra steps in processes. The process is a living organism that must be constantly improved, reducing unnecessary steps. This is achieved different ways: from introducing simple automated systems before the employee combines certain functions.
5. Waiting for work to arrive.
6. Unnecessary movements. For example, one printer, which is located in a hard-to-reach open space, where 40 employees work. Such losses also include traveling for water, coffee, tea, visiting toilets, dining rooms and smoking rooms. Everything that a person needs for his immediate activities during the day should be as accessible as possible - the greater the distance, the more time the employee allows himself to spend on moving. It is important to adhere to the “open door” principle.
7. Excessive control. Sometimes control costs more than the process itself: for example, control over the movement of documents from department to department. This function rests on the shoulders of several employees who receive salaries, prepare multiple reports, etc., while the process itself is not worth even a fifth. Such control should be carried out by the head of the unit together with employees, constantly improving and making it more effective.
8. Time to talk. We must not forget that employees will discuss any controversial issue or dissatisfaction, thereby wasting precious time. Therefore, all information about the activities of the office and the employee in it should be as open as possible. Employees must know exactly where to get and how to convey this or that information when issued wage, how bonuses are awarded, where the canteen, store, smoking room is located, and so on.
The main goal is not just to identify these errors once, but also to eliminate them. The most common tool for combating losses in the office is 5S system - workplace rationalization system. It includes 5 components: sorting, maintaining order, keeping clean, standardizing and improving.
Sorting means that all items that are not needed for the current activity are removed from the work area. A simple principle for determining the “need” of a thing: if you wonder whether you need a thing, then you don’t need it. The main principle of sorting is only what is needed; only in the quantity needed; only when needed.
The second stage is maintaining order, that is, rational placement: all items are arranged so that they are easy to use, and labeled in such a way that any employee can quickly find what he needs.
Maintaining cleanliness - ensuring order in the workplace and constantly maintaining it. I believe that the employee himself should maintain the cleanliness of the workplace.
The fourth stage is standardization - the creation of a unified approach to performing tasks and procedures. Through standardization, you can achieve a checklist that is understandable and easy to use for everyone.
And finally, the fifth stage is continuous improvement.
In Russia, in my opinion, the use of this system is not yet developed: they talk a lot about it, but few people use it in practice. At Premier Service we are striving for a complete transition to 5s. This is an ongoing process. Some examples can already be cited: in our office we used to have a lot of free jobs due to field workers. Now, each computer is assigned to three employees, which saves space and resources. The next stage will be a complete refusal to be tied to a place. Any employee, upon coming to work, will be able to take any available seat, do the work and leave.
Premier Service also actively uses principle of "interchangeability": Each employee can work in 3 positions, and there are three employees for each position. This system allows you to optimize the work of the office as a whole. This result was achieved thanks to a specially designed training scheme and organization of work with personnel adopted in our company.
In addition, several years ago we adopted program to improve the quality of life of employees, which concerns standardization in the office. Naturally, all employees have the same office set (desk, chair, computer, etc.), but we do not forget that all employees have different physical characteristics, so we arrange their workplaces in accordance with the wishes of: someone you need a chair that takes into account individual characteristics human structure, for some it’s easy to replace the monitor. It would seem like little things, but they greatly influence the quality of an employee’s activities. Much attention needs to be paid to room lighting and ventilation, organizing a comfortable office space.
Any actions taken within the 5s system lead, first of all, to cost reduction. It is in this way that using the above tools in conjunction with strengthening both executive and internal discipline, not forgetting about maintaining and increasing employee loyalty, it is possible to ensure competent, reliable and long-term cost reduction.
The Lean Vector team in its work is constantly in dialogue with managers, specialists and workers of enterprises. We want to pay attention to how the implementation of Lean Manufacturing is perceived by workers.
We present in this article a verbatim interview with an employee of one of the industrial enterprises:
"I learned about Lean Manufacturing when I got a job at one of the largest enterprises our city. Worked on the main conveyor belt. When I got settled, we were given lectures on “Lean Manufacturing” and were shown examples of how it was and how it became. They talked about the implemented “5S System” and “Kaizen proposals”. I found this all very interesting.
When I started working, Lean Manufacturing was already being implemented in full swing, everyone is talking about it, information stands have been placed, the workplaces are clean, there are no parts piled up. In one word - “Order”. I liked that senior managers hold their meetings and planning meetings right on the shop floor, in production. A special place has been equipped for these purposes.
Kaizen proposals, as I understand it, were introduced to collect information from workers to improve the production process. From the very beginning of implementation Production system enterprises, Kaizen proposals were financially motivated. They demanded Kaizen proposals from the managers, and they demanded from the workers, there was even a certain “plan”. We, the workers, wrote Kaizen proposals and received even a small increase in our salary. The result of these proposals was visible, but over time the funding decreased and the workers simply stopped “bothering.”
The attitude of workers towards this whole innovation (the introduction of the Production System) is twofold. Some say that it has become much better, cleaner, brighter, the clutter of parts has been removed, and labor costs have decreased. Others have a negative attitude - they think that this is just another money laundering. Still others don't care at all. Unfortunately, there are fewer “supporters of change”. In general, there are problems, but I would say that they arise rather from work discipline and responsibility, both of managers and workers.
There was often an opinion that this was being done “for show.” For example, they came to do timekeeping. Well, some people came and didn’t even introduce themselves who they were. They didn't ask us about the problems. We were not in all positions. Why did you come? Nothing changed after them.
Another example is that they introduced a procedure that provides for stopping the conveyor when problems arise. We were given instructions by a master on this system. But in fact, the procedure was not followed - I could not stop the conveyor, there was an “unspoken ban” despite the presence of stop buttons...
There is constant downtime for the supply of components. It seems like I warn you in advance to get a ride in advance. But the response was often untimely.
There was indifference on the part of some masters. The master often had “no time for improvement.”
Here the reader may think that “everything was bad.” But in fact it was better than “before”. For example, when I went to neighboring areas where “ Lean» had not yet been implemented, the difference was clearly noticeable. You immediately realize how much cleaner and more convenient your place is.
After working for a year at one company, I changed my place of work. I want to say that the difference between enterprises where Lean Manufacturing has been implemented and where it is not is very significant.
One immediately notices the weak production culture, production clutter everywhere, and disorganization. As a worker, I didn’t understand why line managers were needed there? They work very poorly with subordinates, there is no relationship. During work, you have to do a lot of unnecessary actions due to disorganization. There is an eternal problem with cleaning supplies in the workplace, with a shortage of one thing or another.
There is no careful attitude towards equipment. For example, if a worker sees that one of the elements will soon break, then he still works until a breakdown occurs, and this is the equipment on which he earns money.
When I arrived, young, energetic, with little experience in Lean Manufacturing, I simply put things in order and maintained order in the workplace out of habit. To which people who have been working for a long time told me: “Why are you doing this? They don’t pay for this, and in general, because of you, we will all be forced to do this.” While offering management some solutions to optimize the work process and ease of use, managers simply let it all fall on deaf ears. Cleanliness and order are established only before the inspection, and are not maintained constantly. As soon as people have free time, they do anything but production matters. As a rule, they take their phones and surf the Internet, completely disconnecting from reality. I would generally prohibit Internet access for employees in the workplace if their activities are not related to it.
After all, the employee, having completed his main operation, immediately switches to the phone, but he can at least clean up. I often encountered sabotage from workers, i.e. intentional damage to equipment, inventory and manufactured products. This was due to the fact that the workers were dissatisfied with working conditions and management’s attitude towards them (“don’t care”). This is very evident when a worker quits and is given two weeks of work. This is where he really starts to mess up! There was a feeling that senior managers did not know or understand at all what was happening in their production. In general, a feeling of complete “chaos”!
From my own experience, I will say that “Lean Manufacturing” brings very great benefits to an enterprise. I consider it IMPORTANT to convey to all employees the whole essence of “Lean Manufacturing”! It is IMPORTANT that all employees understand why this is being done and why it is needed! Regardless of whether it is a manager or a simple worker."
We pay attention to how the implementation of Lean Manufacturing is perceived by workers. Very often you hear from managers at various levels that “the workers don’t need anything” and they are “only interested in their salaries.” In our experience, this is far from the case. The basis of any person’s motivation is the desire for comfort, socialization, recognition (Maslow’s Pyramid, 2,3,4 steps). Accordingly, working conditions and communications in the company are important for everyone.
The basis of Lean (Lean Manufacturing) is a system of continuous improvements (Kaizen), which allows you to involve all personnel in improvement processes. From this position, the degree of involvement of workers in the process of identifying problems, in the process of developing and submitting proposals for improvements, will be an indicator of the development of the Production System.
The use of lean production tools in the office follows the same algorithm as in manufacturing enterprises. However, there are specifics here, starting from the introduction of lean to its subsequent application in your company. In this issue we will try to lay just a small foundation stone for the implementation of lean office ideas.
Steps towards a lean office
The first and probably the most important step Implementation of a lean office means involving all company employees in the process. Let's look at two types of mistakes that companies make in at this stage. In the first case, lean production is imposed by top management from above, one might say, forcibly. In the second, the initiative comes from the employees, but the management is only formally or not at all interested in the changes proposed by the team. As a result, if the goals of employees and management differ, any, even the best, transformations are doomed to failure. That's why best option Implementing a lean office for a company is a joint discussion with employees about the company’s problems and setting priority goals for improving work.
The second step is to directly apply Lean tools. The final stage of implementing a lean office is a process of continuous improvement. As your employees' behavior changes, you will need to introduce rewards to recognize the changes. People who easily adapt to change will quickly accept new system. They will immediately see its benefits. Those who adapt to change slowly may resist and cling to old principles. Be patient: sooner or later the new concept will speak for itself, and employees will feel its benefits. You cannot move to a lean office in one fell swoop. You need to take many small, gradual steps every day.
Lean Office Tools
Let us dwell in more detail on the proposed lean office tools. Traditionally, all tools can be divided into tools for analyzing losses and eliminating them. As noted above, a lean office is a means of combating losses, so the issue of classifying and identifying losses is key. Thus, similar to losses in the production of products in the service sector, the same seven types of losses can be distinguished: defects, inventories, excessive processing, movement, motion, waiting, overproduction (extra work). In addition to existing species in a lean office, new losses associated with irrational use are added work force. Examples include the following: missed project deadlines, uneven distribution of workload due to insufficiently qualified personnel, frequent absenteeism and staff turnover, inadequate performance management system, and insufficient pre-employment assessment of professional skills.
In the presented diagram (Fig. 1) you can see how much time is spent on losses and creating value for the company and the client.
Rice. 1. Time structure
As we see, most of the working time is spent on losses, and only 1/8 is spent on creating value and, accordingly, making a profit. Let's now move on to tools for combating losses in the office.
5S
The most common tool is 5S system- workplace rationalization system. Its step-by-step implementation sounds like this: sort, keep in order, keep in order, standardize and save what you have achieved.
Takt time calculation
Takt time calculation. Takt time shows how quickly processes or employees must work to meet customer needs. Accordingly, the work of the office should be correlated with the pace of work of your consumers. This indicator is calculated individually using a special formula. This affects the work processes that occur throughout the day. For example, when calculating using the formula, feed commercial offer should take only three minutes, drawing up an invoice - two minutes, etc.
Pitch
Pitch- the optimal amount of time to move a certain amount of work through the value stream. Pitch calculation involves determining the takt time and the optimal amount of work to move the flow. If the takt time is 8 minutes and the optimal amount of work is 30 sheets, then the pitch will be 240 minutes.
Workplace standardization
Workplace standardization - an important condition free flow of flow within the organization is the maximum convenience of each employee. Similar to manufacturing, the lean office offers a range of simple rules placement of workplaces, items on the table, cabinets with documents.
Workload Leveling
Workload Leveling. The most important factor in the loss of quality is the uneven workload of both the employee during the working day and different workers in the organization. This problem is especially relevant in Russia. And the essence of this tool is to determine the workload of each employee during the working day and even redistribution between all employees.
Value stream map
Value stream map- conditional representation of all operations in the value stream. This tool is used to analyze and identify losses and when planning changes. In addition, it is a powerful tool for training new employees and neutralizing conflicts. The map allows you to expand employee knowledge about the processes occurring in the organization and turn a highly specialized employee into an employee capable of performing all types of work in the office, which is an indispensable condition for balancing the load and thereby improving the quality of work of the entire organization.
Short organizational meetings
Short organizational meetings allow you to evenly distribute the workload throughout the day and set common tasks. Often such meetings are also called planning meetings. At the same time, for such meetings to be effective, it is necessary to follow a number of rules, the most important of which are: holding them for no more than 10 minutes, concentrating on the tasks ahead today, and attending planning meetings by all employees. In addition to the practical value of setting goals, it also has a supporting motivating value associated with the recognition of the achievements and results of everyone’s work. The discussion may concern project management or other topics.
Document management system
Document management system- due to the specific nature of office work, it is important to determine the types and forms of documents used, as well as to formulate the paths for the passage of documents through the organization and inform each employee about these paths. This will avoid losses associated with the search for missing documents and increases the productivity of the entire organization.
Kanban
Kanban- a system for informing organizational units about resource needs. The system consists of cards that indicate the need for resources (documents, office supplies) and an organized system for the circulation of such cards in the organization. The use of such cards allows you to simplify communication, lack of resources and excess inventory in the organization.
The described tools allow you to combat losses. In particular, in the table below, dark-colored cells indicate tools that eliminate certain losses. That is, losses in anticipation are solved with the help of a pitch, the 5S system and a value stream map.
Rice. 2. Lean office waste-tool matrix
As a conclusion, it should be noted that the lean office toolkit will be useful to any organization. results Lean applications in the office they are. The costs of paper processes are reduced, the amount of work is reduced, the number of errors is reduced and the amount of work space is reduced.
When companies try to apply lean manufacturing methods in offices or in the service sector, many stop as soon as they “open the door.”
The plot of the stories may differ from what I describe below, but in general everything follows the same scenario.
Someone in the company, inspired by examples of production optimization, brings the idea “let’s do it just as cool in the office!”
With songs and dances, the HR director organizes training for office employees, where they are introduced to the basics of lean and are encouraged to roll up their sleeves and get down to business. Half of the people go to the newly named gemba to “implement 5S”, the other sits down to map the value stream. Things are in full swing...
And after a couple of months, one of the managers asks: “Well, what have you managed to achieve?”
In response, he is shown orderly rows of pencils, a space of walls clear of photographs of motivators and demotivators, covered with sheets with incomprehensible hieroglyphs and arrows, and three or four sleep-deprived enthusiasts, against whom literally all the office employees have sharpened their fountain pens. No one can show an economic result, and the manager explicitly or implicitly closes the project, transferring invaluable resources to more important tasks. The implementation is complete and the office is returning to business as usual.
Getting your office in order is not a very difficult task, to be honest. And even this work can give quite a decent effect. However, there are so many details in the process that the devil is almost certain to emerge from them.
Organization of order in the office
ICSI Publishing has published the book “5S for the Office” by Tom Fabrizio and Don Tapping. How to organize an effective workplace." Good book to begin implementation.
This book describes in sufficient detail the process of implementing 5s in the non-production sphere: how to prepare a project, how to conduct a starting analysis, what to do at the stages of sorting and removing unnecessary things (stage 1), rational arrangement and defining boundaries (2), cleaning and checking (3) , standardization and exchange of information (4), maintaining what has been achieved and improving (5).
However, when 5S is being implemented in an office, it is very important to find a balance between what is reasonable. Not every company can comply with it and this can lead to unpleasant consequences. In Russian traditions, this is described by the proverb “make a fool pray to God, he will break his forehead.” When an unprepared company tries to raise its level of organization to absolutely incredible heights, people explode.
“This is nonsense” - in this case, this would be the mildest statement IN THE EVENT that you demand to designate ABSOLUTELY ALL objects at the very first stages of work.
Nevertheless, lean manufacturing neophytes often demand that absolutely everything superfluous, everything personal and everything not related to work be removed from the workspace.
In the worst case scenario, this can lead to employees starting to quit.
And this is logical, because working conditions suddenly become completely unbearable. Where once you could hang a vacation photo, today there should be a blank wall. Where previously there were ten sharpened pencils in the organizer for any occasion, today only one is allowed. And most importantly, no one can really explain why this is necessary.
The explanation “it’s all losses” is not accepted. Maybe no one even argues that extra pencils in a pencil holder mean extra wasted money for the company, but still everyone resists with terrible force. And if you have no idea why this is happening, look around. While you are putting away the extra pencils, people are wasting hours of working time on completely meaningless and useless work: they coordinate orders with half a dozen directors for weeks, they rush around departments in the hope of at least slightly speeding up the completion of an urgent order, they write multi-page reports that no one reads, they filling out hundreds of logs and forms instead of doing their main job.
And therefore, an attempt to reduce the company’s losses by reducing the number of pens or introducing the rule “use reverse side paper for printing drafts" always looks like spillikins.
Saving two packs of paper for ten “office plankton” class employees per month in this case looks like a mockery of common sense.
Work flows in the office
In production, everything is more or less “according to the rules.” Before assembling the finished product, you must first make all the parts. And for this, buy raw materials. And before that, develop a design. In the office, everything usually goes haphazardly. First you are asked to invoice, then you think about the specification of the service, and then you start to figure out where to get the resources and time to complete what you have already paid for in advance.
And it’s good if that’s all.
Each office employee, if he introduces himself “ office plankton”, then he will definitely have to grow into an octopus, since he is doing three hundred and forty-seven jobs at the same time. “And the Swede, and the reaper, and the piper on the lip.” As soon as a person sits down to make calls to the most hated clients, he is just gathering his strength, and it is at this moment that a colleague from another department comes and urgently demands to give him “five minutes” of precious time. And three hours later he returns to the lathered-up performer and asks: “Well, what took you so long, there was only an hour’s work there???”
“Why do you pull me every half hour? I told you, everything will be ready in five minutes!”
The work of most office employees does not fit into the production paradigm of flows. And this is quickly revealed when trying to draw a flow map. There is no flow. But you need to draw a map. Enthusiasts, especially inspired by their teachers, are even able to chew their way through office labyrinths and still draw the process of completing individual tasks. But with amendments to the fact that “other similar tasks are performed completely differently”, “there are three categories of complexity”, “only Petrovich does this work and only when he is free” and “and if the boss is on vacation, then everything is done completely wrong "It turns out that . Most likely, such a value stream map describes a spherical value stream map in a vacuum in the absence of the rest of the universe and can only serve as a scarecrow for subsequent generations of recruits under the slogan: “this is not how you should do this under any circumstances!”
What is the root of the problems
The source of all this threatening explosions of employee irritation and utter confusion in flows is one. And I can only repeat the same thing: until the value of the activities that take place in the office is determined, any effort to implement lean manufacturing methods will fail. Not because lean methods don't work in the office or don't work without a lack of value. They are working. But they give a result that no one wants. It’s the same as tightening a Phillips screw with a simple slotted screwdriver: you can tighten it, but you’ll waste a lot of effort and most likely break the thread.
Unfortunately, the value of many offices is very difficult to discover. Including because Parkinson’s law of doubling the administrative top continues to operate inexorably even in the digital era. Therefore, the bits of value that are created by individual outstanding office octopuses are very difficult to detect and collect into a single flow. And the activity itself often resembles not a stream, but a whirlpool with strong undercurrents in which anything can disappear.
To isolate these elements of value, several non-trivial methods will be required, which I will talk about at the March seminar " ", including talk about standardization, how to find elements of value in confusing flows, about managing the entire variety of office tasks, how attract everyone in the office to your side.
Those wishing to take part in the seminar still have the opportunity to... But every day the number of available places is slowly but inexorably decreasing. So hurry up.
The goal of lean manufacturing is to eliminate all waste and non-value-creating activities in the production process. Work to eliminate losses must continue every day, every hour, every minute. The new approach does not involve cutting people, but using their labor wisely. Therefore, company management may need to reconsider the content of the work or job responsibilities personnel so that they meet the principles of efficient (lean) production. This will allow the company to maintain global competitiveness, expand the skills of workers and create safe working conditions.
The main tools of lean manufacturing are used to:
- quickly and effectively identify and eliminate losses;
- strengthen information exchange at all levels of the organization;
- reduce costs, improve quality and safety in the production of goods or provision of services;
- stimulate production improvement and give employees the opportunity to implement improvements on their own.
Please note the following important points shown in the illustration.
- The car assembly line system, combined with the characteristics of the Japanese market, economic factors and the situation in the automotive industry in the 1930s, all led to the fact that Toyota had to develop new ways to implement Ford's ideas in practice (the principle appeared). Toyota could not produce cars on a scale to compete with manufacturers in the United States, so the company needed to significantly improve production efficiency while maintaining low production volumes (Japan is a small country that needs a variety of products).
- Taiichi Ohno traveled to America in the 1950s. and visited several American automobile factories. But what struck him most was American grocery stores with their restocking system. After studying the principles of the supermarket (in which customers expect to get what they want when they want it), Ohno returned to Japan, where he created a supermarket pull system that complemented the just-in-time approach.
- After many years of refinement and improvement, these ideas came to the United States and Europe in the form of lean manufacturing tools - kaizen and value stream mapping. The next logical step was to develop general principles value stream management (Value Stream Management for the Lean Office, Productivity Press, 2003).
From what is presented here brief description The concept of lean manufacturing should remember one important idea: today the new approach is conquering more and more countries and is being successfully implemented in practice all over the world. It has proven itself in all sectors of the economy when administering processes of any kind.
Toyota Motor Corporation's management and employees have been committed to lean manufacturing principles for more than 60 years— but they still believe that they are only at the beginning of the journey!
WHY LEAN PRODUCTION?
The concept of lean manufacturing is based on the desire to quickly and efficiently meet customer requirements. An organization built on a traditional model was accustomed to constantly raising prices, but in the 1990s. consumers began to demand their reduction. As prices for raw materials and supplies rose, as did medical and labor costs, the only way to meet consumer demands and maintain business was a reduction in internal costs. To meet consumer demands, companies had to implement lean manufacturing methods, adapting them to their own needs. The “new” consumer was not ready to pay for losses in production processes and had a very good idea of what the cost of the product should be. Thus, in order to maintain existing business and be as ready as possible for new opportunities, companies had to focus on internal costs.
The following illustration shows the traditional and lean manufacturing models:
WHY LEAN PRODUCTION IN THE OFFICE?
Company leaders realized that they needed to cut costs in all aspects of the business. For the first time, the new principles were used in production, but more than sixty percent of the costs were accounted for by administrative processes. Lean manufacturing principles are now being applied with great success to customer service, accounting, finance and IT departments of companies across a wide range of industries. Lean manufacturing principles can be used not only in production.
Essentially there is not much difference between production processes and processes that are performed outside the production workshop:
- receiving an order from a client;
- issuing an invoice;
- execution of drawings;
- admission for treatment or discharge from the hospital of the patient;
- filling out a form to obtain health insurance;
- filing an application for payment of insurance compensation;
- drawing up an offer;
- accepting orders via the Internet;
- applying for a mortgage loan;
- opening a current account at a local bank;
- opening a savings account;
- hiring a new employee.
All of these transactions involve interaction in which the organization produces a product or provides a service in order to satisfy the customer and make a profit. Along with the globalization of the economy, foreign companies are entering the local market, offering similar goods and services. Therefore, it is extremely important that the company's costs remain the same or even decrease while maintaining the same level of service. This can be achieved by applying lean manufacturing principles in the office.
Regardless of the area of activity in an organization, there are tasks and processes that can and should be standardized, simplified and made as efficient as possible. The lean office concept offers great tools for eliminating variations that lead to waste. Eg:
- A process that takes 4 minutes to take an order from a customer can be changed to take 60 seconds.
- An invoicing process that requires two people (and several days) can be modified to allow one person to complete the invoice within an hour. As a result, the second person will be able to do some other work in the department that is short-staffed.
- The procedure for approval of a drawing and its transfer to the next stage of production, which usually takes two weeks, can be accelerated to one day.
- For registration necessary documents Before or after surgery, you can spend not an hour, but thirty minutes.
- The insurance claim process can be changed so that it takes less than eight hours instead of two or three days.
- The process for reviewing a mortgage loan application can be changed so that a decision is made in less than eight hours rather than five days.
The most important thing to remember about is that this management technology has proven its effectiveness in all areas of business. The tools and techniques described in this book are the result of our many years of research and practical work. And now you too can use them to make your organization more efficient and achieve impressive results.
SUMMARY
The purpose of the first chapter is to help the reader gain a general understanding of the concept of lean manufacturing. When everyone in your organization understands the basic principles of the new way of working, it will be easier for you to implement lean manufacturing tools in practice.
- Explain to your employees simple idea elimination of losses.
- Continue reading about lean manufacturing from various sources. The more you learn about this concept, the easier it will be to adapt it to your organization's needs.
- Maintain an open dialogue within your organization about lean manufacturing and its goals.
- Lean manufacturing complements other management technologies such as total quality management, etc.
- The concept of lean manufacturing combines the operating principles of enterprises from various countries.
- Lean manufacturing must be learned.
- This approach may be new to you, so take your time when trying to learn it.
- Create an environment that encourages learning the concept.
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