Lean Manufacturing Lean Consultant Lean Manufacturing Principles
 
Lean Manufacturing
Process improvement has changed its name many times over the years. However, the goal of process improvement is always to reduce cost and increase profits. Performance Essentials, Inc. implements process improvement following the principles of Lean Manufacturing.
 

A Lean Way of Thinking
Dr. Glen Miller is our chief “Lean” consultant. His clients call him the Lean Ranger for his ability to identify waste and destroy it. He has worked with meat, food and specialty parts manufacturers throughout the country to include California, Georgia, New York, Texas and Pennsylvania. As both an industrial technologist and human behavior scientist, Dr. Miller has the ability to diagnose effective flow in manufacturing systems as well as motivate employees to accept change and work more efficiently. His techniques are published in professional journals and trade journals demonstrating “ROI” through the application of Lean Manufacturing.
 
Lean Tips

  • You must learn to view waste a-new.

  • Identifying and eliminating many small instances of waste can lead to a large overall change.

  • The goal is the total elimination of waste

  • Eliminating waste saves money only if the worker effort previously expended in a wasteful activity is redirected into value-adding activity. This is why “Lean” is not just an engineering practice. Reinforcing efficient human behavior is a BIG part of LEAN.
A Leaner Approach to Lean

Dr. Miller thinks there are cost effective ways to deploy and sustain Lean. For small to mid-sized food processors and specialty manufacturers Lean should be implemented in a manner that has substantial business rewards each step of the way. This Leaner Lean implementation can be summarized in the chart below.
Traditional Lean Project Implementation Leaner Lean Implementation
   
Teach as many people as possible Teach just a few and get started
   
Teach in-depth including all the Lean Tools and a project management model. Teach the basics to the few. Start by involving people in 5S. Expand the knowledge and skills of a few by coaching others.
   
Analyze, then analyze some more. Pick a line and use the supervisor, line leader and a consultant to make "best judgment" changes.
   
Gather tons of data, charts and statistical analyses. Make sure that the selected line has robust "throughput" metrics. Check the metrics to determine if LEAN changes are helping.
   
Use only trained or certified resources to solve problems and give input. If someone working on the selected line has an idea, listen. If the idea supports "best judgment" and the goal of efficient and effective "throughput", implement.
   
Wait for all the designated resources and data. Use the best you have on hand. Make things better a little at a time.
   
Invest in communications programs. Make sure you can measure and baseline throughput and rework. Communicate progress and detours up and down the organization. Simple charts work well particularly if they are visible on the line.
   
Invest in software to track projects and analyze initiatives. Use the software you have or break out the pencils and start counting. Use white boards to keep "Action Items" visible.
 
The Leaner approach to Lean can quick-start your organization onto the road of continuous process improvement. The Leaner approach takes 20 days to gain traction. Leaner Lean will typically improve throughput 8% (one or two lines) and reduce rework 12% in 20 days. Most importantly, your employees will be a part of the change that will continue.

In an economic turndown, quick but sustainable actions are the key. Leaner Lean deployment is cost effective. More importantly, work disruption turns into a benefit by fixing the root causes of everyday problems. Leaner Lean can double your money. $1K of expense returns $2 K of direct cost reductions. After your company gains traction with Leaner Lean; everyday becomes a cost saving day.
 
 

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