Lean Office - a component of the concept of lean manufacturing with a unique technology for reducing costs, projected onto the office. The Lean Office is the most modern effective tool for dealing with losses.
I propose to 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, re-working with documents.
3. Doing unnecessary work. About 50% of the “incomplete” 70% turn out to be unnecessary with deep analysis. At the same time, time, effort and money were spent on the processes.
4. Extra steps in the processes. The process is a living organism that needs to be constantly improved by reducing unnecessary steps. This is achieved different ways: from the introduction of simple automated systems until the employee combines certain functions.
5. Waiting for the receipt of work.
6. Extra movement. For example, one printer, which is located in a hard-to-reach open space, where 40 employees work. Such losses also include movement for water, coffee, tea, visits to toilet rooms, a dining room 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. At the same time, it is important to observe the principle of "open doors".
7. Excessive control. Periodically, control costs more than the process itself: for example, control over the movement of documents from department to department. This function lies on the shoulders of several employees who receive salaries, make multiple reports and so on, while the process itself is not worth even a fifth. Such control should be carried out by the head of the unit together with the employees, constantly improving and making it more efficient.
8. Time for talking. We must not forget that employees will discuss any controversial issue or dissatisfaction, thereby wasting precious time. Therefore, all information about the life 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 calculated, where the canteen, shop, 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 waste management tool in the office is 5S system - workplace rationalization system. It includes 5 components: sorting, keeping order, keeping clean, standardizing and improving.
Sorting means that all items that are not needed for the current activity are removed from the workplace. A simple principle for determining the “need” of a thing: if you think about whether you need a thing, then you don’t need it. The main principle of sorting is only what is needed; only in the amount that is needed; only when needed.
The second stage is keeping 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, its constant maintenance. I believe that the cleanliness of the workplace should be maintained by the employee himself.
The fourth stage - standardization - the creation of a unified approach to the implementation of tasks and procedures. Through standardization, a checklist that is understandable to all and easy to use can be achieved.
And finally, the fifth stage is continuous improvement.
In Russia, in my opinion, the use of this system has not yet been developed: they talk a lot about it, but few people use it in practice. At Premier Service, we are committed to a full transition to 5s. This is a permanent process. Some examples can already be cited: we used to have a lot of free jobs in our office at the expense of field workers. Now, each computer is assigned to three employees, which has saved space and resources. The next step will be a complete rejection of binding to a place. Any employee, having come to work, will be able to take any free place, do the work and leave.
Also in the "Premier Service" is actively used the principle of "interchangeability" A: 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 built scheme of training and organization of work with personnel, adopted in our company.
In addition, a few 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, and so on), but we do not forget that all employees have different physical data, so we bring their workplaces in accordance with the wishes: you need a chair that takes into account individual characteristics structure of a person, it is easy for someone to replace the monitor. It would seem, trifles, but they greatly affect the quality of the worker's work. Much attention should be paid to the illumination of the room and ventilation, the organization of a comfortable office space.
Any actions taken within the framework of the 5s system lead, first of all, to cost reduction. It is in this way, using the above tools in conjunction with strengthening both executive and internal discipline, not forgetting to maintain and increase employee loyalty, it is possible to ensure competent, reliable and long-term cost reduction.
The team of "Lin Vector" in their work is constantly in dialogue with managers, specialists and workers of enterprises. We want to pay attention to how the implementation of Lean production is perceived by the workers.
We present in this article a verbatim interview with an employee of one of the industrial enterprises:
"I learned about Lean Manufacturing by getting a job at one of the largest enterprises our city. Worked on the main assembly line. When I got a job, we were given lectures on "Lean Manufacturing" and showed examples of how it was and how it became. They talked about the implemented "5S System" and "Kaizen-offers". I found it all very interesting.
When I started working, Lean Production was already being implemented at full speed, everyone was talking about it, information stands were placed, the workplaces were clean, there was no blockage of details. In a word - "Order". I liked that senior managers hold their meetings, planning meetings right in the workshop, in production. For these purposes, a special place is equipped.
Kaizen proposals, as I understand it, were introduced in order to collect information from workers to improve the production process. From the very beginning of implementation production system enterprises, Kaizen offerings were financially motivated. They demanded Kaizen proposals from the leaders, and they demanded from the workers, there was even a certain “plan”. We, the workers, wrote Kaizen proposals, received even a small bonus to our salary. The result of these proposals was visible, but over time, funding decreased and the workers simply stopped “bothering”.
The attitude of workers to all this innovation (the introduction of the Production System) is twofold. Some say that it has become much better, cleaner, brighter, the blockage of details has been removed, and labor costs have decreased. Others have a negative attitude - they believe that this is another money laundering. The third doesn'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, responsibility, both managers and workers.
Often there was an opinion that it was done "for show". For example, they came to conduct timing. Well, some people came, they didn’t even introduce themselves who they were. We were not asked about problems. They were not in all positions. Why did they come? Nothing has changed after them.
Another example is that they introduced a procedure that provides for stopping the conveyor when problems arise. We were instructed by the 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 ...
For the supply of components - constant downtime. Like in advance I warn that in advance brought up. But the reaction was often untimely.
On the part of some masters, indifference was felt. The master was often "not up to improvement."
Here it may seem to the reader that everything was bad. But actually it was better than "before". For example, when I went to neighboring sites where " Lean” has not yet been implemented, the difference was clearly noticeable. You immediately realize how much cleaner, more comfortable you have.
After working for a year at the same company, I changed jobs. I want to say that the difference between enterprises where Lean Production is implemented and where it is not, is very significant.
A weak culture of production is immediately evident, everywhere there is a blockage of production, disorganization. I, as a worker, did not understand why line managers are 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. The eternal problem with cleaning products in the workplace, with a shortage of one or another.
There is no respect for the 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", out of sheer habit, I put things in order and maintained order in the workplace. To which people who have been working for a long time told me: “Why are you doing this? They don’t pay for it, and in general, because of you, we will all be forced to do this.” Offering the management some solutions to optimize the workflow, ease of use, the leaders simply let it all pass by. Cleanliness and order are brought only before checking, and are not constantly maintained. As soon as people have free time, they do anything but production. As a rule, they take their phones and sit on the Internet, completely disconnecting from reality. I would generally ban Internet access for workers 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 you can at least tidy up. I often encountered sabotage on the part of workers, i.e. intentional damage to equipment, inventory and products. This was due to the fact that the workers were dissatisfied with working conditions and the management's attitude towards themselves ("indifference"). This is very pronounced when a worker quits and is given a two-week working off. This is where he really starts to "mow"! There was a feeling that senior managers did not know at all and did not understand what was happening in their workplace. In general, the feeling of complete "chaos"!
From my own experience, I can say that Lean Manufacturing brings a lot of benefits to the enterprise. I consider it IMPORTANT to convey to all employees the whole essence of "Lean Production"! It is IMPORTANT that all employees realize why this is being done and why it is needed! Regardless of whether it is a leader or a simple worker.
We pay attention to how the implementation of Lean production is perceived by workers. Very often one hears from managers of various levels that "workers don't need anything" and they are "only interested in wages." In our experience, this is far from the case. At the heart of the motivation of any person is the desire for comfort, socialization, recognition ("Pyradima Maslow", 2,3,4 steps). Accordingly, working conditions, communications in the company are important for everyone.
The basis of Lean (Lean Manufacturing) is a system of continuous improvement (Kaizen), which allows all personnel to be involved in improvement processes. From this perspective, the degree to which workers are involved 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 manufacturing tools in the office follows the same algorithm as in manufacturing enterprises. However, there are specifics here, from the introduction of lean to its subsequent application in your company. In this issue, we will try to lay only a small foundation stone for the implementation of the Lean Office ideas.
Steps to a Lean Office
The first and probably the most important step implementation of a lean office is the involvement of all company employees in the process. Consider two types of mistakes that companies make on this stage. In the first case, lean production is imposed by top management from above, one might say, forcibly. In the second case, the initiative comes from employees, but at the same time, management is only formally or not at all interested in the changes proposed by the team. As a result, with a difference in the goals of employees and management, any, even the most beneficent transformations are doomed to failure. That's why best option implementing a lean office for a company is a joint discussion with employees of the company's problems and setting priority goals for improving work.
The second step is directly in the application of Lean tools. The final step in implementing Lean Office is a process of continuous improvement. As the behavior of your employees changes, you will need to introduce a reward system to somehow mark the changes that are taking place. People who adapt easily to change will quickly accept new system. They will immediately see its benefits. Those who adapt slowly to change may resist and hold on to old principles. Be patient: sooner or later, the new concept will speak for itself, and employees will feel the benefits. Lean office cannot be achieved 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 tools of the lean office. Traditionally, all tools can be divided into tools for loss analysis and their elimination. As noted above, a lean office is a means of dealing with losses, so the issue of classifying and identifying losses is key. So, similarly to losses in the production of products in the service sector, the same seven types of losses can be distinguished: marriage, stocks, excessive processing, movement, movement, waiting, overproduction (extra work). In addition to existing species in the lean office add new waste associated with irrational use work force. Examples include: missed project deadlines, uneven distribution of the workload due to insufficient staff qualifications, frequent absenteeism and staff turnover, inadequate performance management system, insufficient assessment of professional skills before hiring.
In the presented diagram (Fig. 1), you can see how much time it takes to lose and create value for the company, the client.
Rice. 1. Structure of time
As we can see, most of the working time is spent on losses, and only 1/8 - on creating value and, accordingly, on making a profit. Now let's move on to tools for dealing with losses in the office.
5S
The most common tool is 5S system- system of rationalization of the workplace. Its step-by-step implementation sounds like this: sort, keep order, keep in order, standardize and save what has been achieved.
Takt time calculation
Takt time calculation. Takt time indicates how fast processes or employees need to work to meet customer needs. Accordingly, the work of the office should be correlated with the pace of work of your customers. This indicator is calculated individually using a special formula. This affects the work processes that take place during the day. For example, when calculating according to the formula feed commercial offer should only take three minutes, billing two minutes, and so on.
Pitch
Pitch- the optimal amount of time to move a certain amount of work through the value stream. The calculation of the pitch consists in 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 - important condition The free flow of flow within the organization is the maximum convenience of every worker. 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 employees in the organization. This problem is especially relevant in Russia. And the essence of this tool is to determine the load of each employee during the working day and even redistribution among all employees.
Value stream map
Value stream map- a conditional representation of all activities in the value stream. This tool is used to analyze and identify losses and to plan changes. In addition, it is a powerful tool for training new employees and neutralizing conflicts. The card allows you to expand the knowledge of employees about the processes taking place 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 leveling the load and thereby improving the quality of the entire organization.
Short organizational meetings
Short organizational meetings allow you to evenly distribute the workload for the day and set common tasks. Often such meetings are also called planning meetings. At the same time, for the effectiveness of such meetings, it is necessary to follow a number of rules, the most important of which are: the time of holding no more than 10 minutes, concentration on the affairs of the upcoming today and attendance of 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 the work of each. The discussion may be about project management or other topics.
Document management system
Document management system- due to the specifics of work in the office, it is important to determine the types and forms of documents used, as well as to form the ways of passing documents through the organization and inform each employee about these ways. This will avoid the losses associated with the search for missing documents and increase the productivity of the entire organization.
Kanban
Kanban- a system for informing departments of the organization about the needs for resources. 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 stocks in the organization.
The described tools allow you to deal with losses. In particular, in the table below, dark-colored cells indicate tools that eliminate certain losses. That is, waiting losses are solved with the help of a pitch, a 5S system, and a value stream map.
Rice. 2. Lean Office Waste-Tools 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 are. Reduce paperwork costs, reduce workload, reduce errors and reduce footprint.
When companies try to apply lean methods in the office or in the service industry, 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, having become infected with examples of production optimization, brings the idea “let's do it in the office just as cool!”.
With songs and dances, the HR director organizes a training for office workers, where they are introduced to the basics of lean, and offered to roll up their sleeves to get down to business. Half of the people go to the newly named gemba “guiding 5S”, the other half sits down to map the value stream. Things are boiling...
And after a couple of months, one of the leaders asks: “well, what did you manage to achieve?”
In response, they show him slender rows of pencils, a wall space clear of photographs of motivators and demotivators, covered with sheets with incomprehensible hieroglyphs and arrows, and three or four sleepy enthusiasts, against whom literally all office employees have already sharpened 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. Implementation completed, office back to business as usual.
Tidying up an office is not a very difficult task, to be honest. And even the effect of this work can give quite decent. However, there are so many details in the process that the devil almost certainly jumps out of them.
Organization of order in the office
The ICSI publishing house has released a book by Tom Fabrizio and Don Tapping “5S for the office. How to Organize an Effective Workplace. Good book to start embedding.
This book describes in sufficient detail the process of implementing 5s in the non-manufacturing area: how to prepare a project, how to conduct an initial analysis, what to do at the stages of sorting and deleting unnecessary (stage 1), rational location and definition of boundaries (2), cleaning and checking (3) , standardization and information exchange (4), maintenance and improvement (5).
However, when 5S is implemented in the office, it is very important to find a balance of reason. 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 hurt his forehead.” When an unprepared company tries to raise the degree of organization to absolutely incredible heights, people explode.
“This is nonsense” - in this case it would be the mildest statement IN THE EVENT if you require to designate ABSOLUTELY ALL items at the very first stages of work.
Nevertheless, often neophytes of lean production require to remove absolutely everything superfluous from the workspace, everything personal and everything not related to work.
In the worst case, this can lead to the fact that employees start to leave.
And this is logical, because the working conditions suddenly become completely unbearable. Where once you could hang a vacation photo, today there should be a clean wall. Where once 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.
Explanations “this is all a loss” are not accepted. Maybe no one even argues that the extra pencils in the pencil case are the extra money spent by the company, but still everyone resists with terrible force. And if you have no idea why this is happening, look around. While you're putting away your extra pencils, people are wasting hours of work time doing completely pointless and useless work: they're coordinating orders with half a dozen directors for weeks, they're rushing around departments hoping to speed up an urgent order a little, they write multi-page reports that no one reads, they fill out hundreds of journals 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 employees of the "office plankton" class per month in this case looks like a mockery of common sense.
Workflows in the office
This is more or less “according to the rules” in production. Before you assemble the finished product, you must first make all the details. And for this, buy raw materials. And before that, develop a design. In the office, everything usually goes wrong. First you are asked for an invoice, then you think about the specification of the service, and then you start figuring out where to get the resources and time to complete what has already been paid for in advance.
And well, if only this.
Each employee of the office, if presented " office plankton”, then he will definitely have to grow into an octopus, since he is doing three hundred and forty-seven works at the same time. "And the Swiss, and the reaper, and the piper on the lip." As soon as a person sits down to call the most hated clients, he is only gathering his strength, so at this very moment a colleague from another department comes and demands to urgently give him "five minutes" of precious time. And after three hours he returns to the lathered performer and asks: “Well, why are you taking so long, there was only an hour of work there ???”.
“Why are you pulling me every half an hour? I told you, everything will be ready in five minutes!”
The work of most office employees does not fit into the production flow paradigm. And this is quickly revealed when trying to draw a flow map. There is no flow. But the map needs to be drawn. Enthusiasts, especially inspired by their teachers, are even able to gnaw 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 differently » 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: “you can’t do this in any case!”
What is the root of the problem
There is only one source of all this explosion-threatening irritation of employees and utter confusion in the streams. And I can only repeat the same thing: until the value of the activities that are carried out 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 work. But they give a result that no one needs. It's the same as tightening a Phillips screw with a simple slotted screwdriver: you can tighten it, but you will spend a lot of effort and most likely break the thread.
Unfortunately, the value of the work of many offices is very difficult to discover. Including because the law of doubling the administrative top of Parkinson continues to operate inexorably even in the digital era. Therefore, those crumbs of value that are created by individual outstanding office octopuses are very difficult to detect and collect in a single stream. And the activity itself often resembles not a stream, but a pool with strong undercurrents in which anything can disappear.
To isolate these elements of value will require several non-trivial methods, which I will talk about at the March seminar ““, including talking about standardization, how to find elements of value in tangled flows, managing all the variety of office tasks, how win all the inhabitants of the office to your side.
For the time being, those wishing to take part in the seminar have the opportunity and. But every day the number of free places is slowly but inexorably reduced. So hurry up.
The goal of lean manufacturing is to get rid of all waste and non-value-adding activities in the manufacturing process. The work of eliminating waste must continue every day, every hour, every minute. The new approach implies not the reduction of people, but the reasonable use of their labor. Therefore, company management may need to review the scope of work or official duties 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 a safe working environment.
The main tools of lean manufacturing are used to:
- quickly and effectively identify and eliminate losses;
- enhance information sharing at all levels of the organization;
- reduce costs, improve quality and safety in the production of goods or the provision of services;
- to stimulate the improvement of production and give employees the opportunity to implement improvements on their own.
Pay attention to the following important points shown in the illustration.
- The assembly line system for cars, combined with the peculiarities of the Japanese market, economic factors and the situation in the automotive industry in the 30s, all led to the fact that Toyota had to develop new ways to put Ford's ideas into practice (the principle appeared). Toyota could not produce cars on a scale to compete with manufacturers from the United States, so the company needed to significantly increase the efficiency of production while maintaining small production volumes (Japan is a small country that needs a variety of products).
- Taiichi Ohno traveled across 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 (where shoppers expect to get what they need, when they need it), Ono returned to Japan, where he created a supermarket pull system that complemented the just-in-time principle.
- After many years of refinement and improvement, these ideas came to the US and Europe in the form of lean manufacturing tools - kaizen and value stream maps. The next logical step was to develop general principles Value Stream Management for the Lean Office, Productivity Press, 2003.
From what is shown here short description the concept of lean manufacturing, one important thought should be remembered: today a new approach is gaining more and more countries and is being successfully implemented in practice all over the world. He has proven himself in all sectors of the economy when administering processes of any kind.
The leadership and employees of Toyota Motor Corporation have been committed to the principles of lean manufacturing for more than 60 years - but 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. The organization, built on the traditional model, was used to constantly raising prices, but in the 1990s. consumers began to demand their reduction. As the prices of raw materials and materials, as well as the costs of medical care and wages, have risen, the only way meet consumer demand and keep the business has become a reduction in domestic costs. To meet the demands of consumers, companies had to implement lean manufacturing methods, adapting them to themselves. 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 concentrate on internal costs.
The following illustration shows the traditional and lean manufacturing models:
WHY IS THE OFFICE LEAN?
Business leaders have realized that cost reduction is needed in all aspects of the business. For the first time, new principles were used in production, but more than sixty percent of the costs are accounted for by administrative processes. Lean principles are now being applied with great success in customer service, accounting, finance, and IT departments in companies across a wide range of industries. The principles of lean manufacturing can be used not only in manufacturing.
Basically, there is not much difference between production processes and processes that are performed outside the production shop:
- receiving an order from a client;
- invoicing;
- execution of drawings;
- admission to treatment or discharge from the patient's hospital;
- filling out a form for obtaining medical insurance;
- filing an application for payment of insurance compensation;
- drafting an offer;
- accepting an order via the Internet;
- applying for a mortgage;
- opening a current account in a local bank;
- opening a savings account;
- hiring a new employee.
All of these operations involve an interaction in which an organization produces a good or 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 products and services. Therefore, it is extremely important that the company's costs remain the same or even decrease with the same level of service. This can be achieved by applying the principles of lean manufacturing in the office.
Regardless of the area of activity in the 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 to eliminate variation that results in wastage. For example:
- The procedure for accepting an order from a customer, which takes 4 minutes, can be changed to take 60 seconds.
- A billing process that requires two people (and several days) can be modified so that one person completes the bill within an hour. As a result, the second person will be able to do some other work in a department that is understaffed.
- The procedure for approval of the drawing and its transfer to the next stage of production, which usually takes two weeks, can be accelerated to one day.
- For clearance required documents before or after surgery, you can spend not an hour, but thirty minutes.
- The procedure for reviewing an insurance indemnity claim can be changed so that it takes less than eight hours instead of two or three days.
- The order in which a mortgage loan application is reviewed can be changed so that a decision is made not in five days, but in less than eight hours.
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 years of research and development. 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 get a general idea of the concept of lean manufacturing. When everyone in your organization understands the basic principles of the new approach to work, it will be easier for you to implement lean manufacturing tools in practice.
- Explain to your employees a simple idea elimination of losses.
- Keep reading about lean manufacturing in various sources. The more you learn about this concept, the easier it will be for you to adapt it to your organization's needs.
- Maintain an open dialogue within your organization about lean manufacturing and its purpose.
- Lean manufacturing complements other management technologies such as total quality management, etc.
- The concept of lean manufacturing combines the principles of operation of enterprises from various countries.
- Lean manufacturing needs to be learned.
- Perhaps this approach is new to you, so take your time trying to master it.
- Create an environment that encourages exploration of this concept.
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