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The supervisor makes sure process, it is a mistake. There will implementation are discovered.
that the material kanban that be no ownership in the Lean Flow Resolving those issues to the
signal for replenishment from design or execution of the design. satisfaction of the workforce and
the suppliers are properly the supervisor are key to them
triggered or will allow the Education for all of the taking ownership.
workforce to ignore, supervision in Lean Flow tools and
mishandle, or delay the signals principles is really important. The Praise for the results will
risking material shortages. supervisor will answer more automatically go to the
questions about Lean Flow than implementation team. But if an
The supervisor works with anyone from the Lean Flow implementation was successful it
the workforce to identify implementation team. The was because of the efforts of the
potential improvements, and supervisor needs to be armed with supervisors and the workforce.
implements those ideas, or the knowledge to answer those Make sure that these people are
ignores input, or does not questions. properly recognized as well.
encourage input, or reacts
negatively to input, therefore If a group is going to visit a We perform against how we are
killing the continuous company that has already measured. Make sure that the
improvement initiative. implemented Lean Flow it should measurements used for
include key supervisors. The evaluating a supervisor’s
The supervisor will answer supervisor can bring back to the performance are consistent with
Lean Flow questions correctly workforce the changes, the the Lean Flow goals. If we are
and confidently when the enthusiasm and the improved judging a supervisor off of
workforce asks, or with no performance witnessed at individual efficiency at a process,
training will either not answer company visited. The supervisor that will work against keeping
or answer incorrectly causing can talk with the supervisors from inventory down between
doubt and concern over Lean the company that has processes to reduce lead time.
Flow changes. implemented Lean Flow and The metrics to measure the
better understand the potential supervisor need to be consistent
All of these and many more issues he/she will face, what with
are the issues that a supervisor questions to be prepared to Improving on-time delivery
could encounter as part of a answer, and what problems to performance
Lean Flow implementation. To avoid.
ensure the super visor is Reducing lead time
successful, and therefore the The Lean Flow implementation Reducing inventory
Lean Flow implementation, team needs to provide the Meeting daily production
there are few steps that can be supervisor with the support outputs planned to the
taken. needed to be confident that they customer
will be successful. This should Improving quality
Involve the supervisor from include support for issues that Improving productivity of
the beginning in the Lean Flow arise during all phases of the the entire workforce vs. at a
implementation. Choose on or implementation. This is especially process level
more supervisors to be part of important during the execution Input from the workforce for
the Lean Flow implementation phase, when the factory has been continuous improvement.
team. If the supervisor is not rearranged and the small issues
part of the factory design that can make or break the
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Use the supervisor and the
workforce to introduce the Preston J. McCrear y has over
improvements made to senior staff, thirty-five years manufacturing
corporate executives, customers, or management experience. The
the future implementation teams majority of that experience was
that want to visit the new Lean Flow obtained with companies in the
facilities. Let them take greater heavy manufacturing of cranes,
ownership in the changes. Let them mining equipment, foundries and
demonstrate the enthusiasm, pride, some light mechanical assembly. At
and dramatically improved results these companies he held several
to the visitors looking to learn positions including: Plant Manager,
about Lean Flow from an Manager of Manufacturing
experienced practitioner. Operations, and Manufacturing
Engineering Manager.
It is impossible to under estimate Mr. Mc Crear y is a founding
the impact on a Lean Flow Par tner at FlowVision, LLC.
implementation that a supervisor FlowVision, LLC is a full service
can have. Do not take for granted provider of Lean and Flow
that the supervisor is supporting the manufacturing services. FlowVision
Lean Flow implementation. Make helps businesses understand and
sure, and make the Lean Flow customize the tools and
implementation as successful as methodologies of Lean Flow
possible. SV manufacturing to their specific
environment to achieve significant
financial results in manufacturing
and office arenas. FlowVision’s
clients have enjoyed benefits such
as dramatically reduced inventories,
industry leading customer response
times, improved cash flow, greater
productivity and unparalleled
quality levels. FlowVision helps
their customers achieve these goals
through hands on custom
workshops, business assessments
and on site support ser vices.
FlowVision is the recipient of
Supplier of the Year award from
North America’s largest commercial
laundry manufacturer as well as the
leader in the high tech industry,
Cisco Systems. Their 100%
reference able network of clients is
proof positive that not only is your
vision possible, it is achievable.
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