1st Edition
The Four Components of a Fast-Paced Organization Going Beyond Lean Sigma Tools
If you examine the characteristics of successful organizations, you will find that speed is a common denominator. Once there is a focus on speed, industry-leading improvements follow, momentum is created, and employees become further engaged to continue executing the strategy.
The Four Components of a Fast-Paced Organization: Going Beyond Lean Sigma Tools examines the components that must be in place for manufacturing and service organizations to achieve world-class business results at a rapid pace: leadership and mentoring, process design and visual value streams, organization structure for sustainment, and fast knowledge sharing.
The book illustrates the author’s experience working on a special Lean Sigma transformation at an organization going through a market alteration and having to consider outsourcing production to low-cost countries. It describes how the four key components helped the company achieve a doubling of productivity, a 75% improvement to its yield, and on-time delivery above 90%.
Outlining a simple, yet effective, implementation plan, the book supplies valuable guidance for Lean practitioners and organizational leaders on what needs to be done after Lean Sigma. It presents only the necessary information to allow you to dive right in to proven methods without having to waste time sorting through unnecessary details.
We all want a culture of continuous improvement, learning, and customer orientation; and this is what the four components can help you achieve. Follow the implementation steps outlined in the text and you will be on your way to developing and refining these characteristics.
Component 1: Leadership and Mentoring
Leadership Going Forward
Leadership Responsibility
Transformational Leadership—Eliminate "Us and Them"
Activity 1: General Communication Meeting
Activity 2: Management Gemba Walk
Activity 3: Executive Leadership Visit from Corporate
Activity 4: Problem Solving Session
Activity 5: Quality Issue Stopping Production
Partnerships Must Be Win–Win
Recent Examples of Layoffs
Top Three Companies to Work for in 2013
Add Value to the Organization by Developing People
Mentorship
Customer Orientation
Supporting Sales and Service Staff
Form an Operational Team and Customer Teams to Jointly Work on Process Improvements
Effectively and Directly Communicate Customer Requirements throughout the Value Streams
Form an Operational Team and Sales Team to Ensure Service and Quality Improvements
Management Steering Team
Management Steering Team Members
Management Steering Team Implementation
Implementation Steps
Tiered Gemba Walk
Effective Communication
Tiered Gemba Walk Implementation Steps
Something about Change
Conclusion
Something about Communication
One-Way Communication
Effective Communication within Organizations—Influenced by the Structure
Something about Bottom-Up Approach
References
Component 2: Process Design and Visual Value Streams
Manufacturing and Office Cells
Manufacturing and Office Cell Implementation Steps
Streets and Avenues Layout
Supermarket Pull System
Functionality of Supermarket System
Supermarket Implementation Steps
Lead Time Reduction—Customers Demand It
Everyday Examples of Using Little’s Law
Process Metrics
Quality System
Zero Defect Process: What Stops Us?
Lean Quality Control
Statistical Process Control
Jidoka
Process Supplier and Customer
The Purchasing Department and Supplier Quality
Scrap Box Review
Zero Quality Discovery
Poka-Yoke
Human Error
Self-Directed Teams Prevent the Weakest Link
Process Improvement within the Office
Eight Office Wastes
e-Mail Waste
Practicing Lean e-Mail
Some Time Management Tips
Effective Meeting Tips
Lean Office 5S Tips
Summary
Government Processes and Lean Techniques for Improving Flow
The Use of Takt Time and FIFO
The Pacemaker Process
References
Component 3: Organization Structure for Sustainment
Organizational Culture for Engagement and Creativity
Organizational Structure Suppressing Improvement
Self-Directed Team Organization
Shop Floor Self-Directed Team Definition
Implementing Shop Floor Self-Directed Teams
Shop Floor Self-Directed Team Process and Requirements
Continuous Improvement Responsibilities
Team Process Improvement Metrics
Self-Directed Team Decision Making
Management Steering Team Establishes Standard Work for Team Reviews
Team Stability
Standard Work Improvement Responsibility
Management Steering Team to Establish Team-Based Reward Systems
The Mission Is on the Single-focus Strategy
Getting the Implementation Started
Team Empowerment
Self-Directed Team Member Career Path
Waiting The Greatest Waste of All Self-Directed Teams Can Resolve
Supervisor Transition to Team Facilitator
Supervisor Transition Implementation Steps
Self-Directed Teams: A Culture of Engagement
Team Member Fundamental Training
TWI Structure
TWI Structure Implementation Plan
Harada Method
Principles of the Harada Method
Harada Method Steps to Self-Reliance
Jishu Hozen (Autonomous Maintenance)
Review of Past Repairs
Identification of Repairs and Training of These Tasks
Follow Up on the Effect
Jishu Hozen Implementation Plan
Lean Sigma Structure
New Product Introduction
Dynamic Process Improvement (DPI)
Self-Directed Teams
Dynamic Problem-Solving Process
Visual Management
Stop Worrying about the Outputs
References
Component 4: Fast Knowledge Sharing
Worldwide Accessible Process Database
Process Standardization
Social Media
Succession Planning
Break Down the Silos
References
Lean Sigma Tools
Brainstorming Rules
5S
Sort
Straighten
Sweep
Standardize
Sustain
Process Steps to Zero Quality Discovery
Purpose
Required Resources
Accompanying Lean Sigma Tools (Preproduction Run)
Process Steps
TPM
Machine Green Zones
Measuring the Maintenance Technician
Involvement in TPM
Process for Implementing TPM
Value Stream Mapping
Statistical Process Control
The Key Steps in Starting SPC
Single-Minute Exchange of Dies
SMED Implementation Steps
References
Glossary of Terms
Index
Biography
Robert Baird has practiced successful applications of Lean Sigma globally for the past 20 years, including three complete Lean Sigma transformations. Each transformation achieved world-class business results. Baird worked for Schlumberger Oilfield Services for 20 years, holding various management positions. He then transferred to Gemalto and worked there for 14 years, holding top management positions including vice president of operations and global world-class enterprise manager. Baird is currently founder and president of Lean Teams USA consulting firm. He has introduced and supported a global Lean Sigma strategy for business results with his work in countries including Brazil, Canada, China, Finland, France, Mexico, Poland, Singapore, the United Kingdom, and the United States.
