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01/26/2012 03:29 PM
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What role does your lean, continuous improvement team or department have.
How is it directed to you?
What stumbling blocks do you face and how to overcome them?
What if your organization talks lean and continuous improvement, but doesn't really do lean? Has it become a buzzword and how to change the mindset when they fall of deft ears?
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01/27/2012 10:42 AM
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Lots of questions. I'm going to speak to the last--talks lean, but doesn't do it. This would suggest to me that someone still needs to take on the task of building a business case for Lean. By thay I mean to establish what the enterprise, thus, its customers want from levels from the top down to the organizational function of interest.
Then define very specifically what is the output produced (ie, for the plant maintenance function it is transformations or prevention of transformation with respect to system state of repair). Then build a technical explanation of how the reduction and smoothing of inventory leading to the output will affect the output and what the enterprise as a business and its customers want.
For the plant maintenance function it is an explanation of Uptime as the components of reliabiltiy and maintainability and then the types of Uptime as inherent, achievable and operational. Finally, define exactly which philosophies, aspects and methods of Lean will be applied to achieve the output. I think you also find that the process will also drive your organization to an answer for some of your other questions.
I'm currently working the problem from the vantage of refining maintenance since we are headed in that direction.
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