Are there any success stories when lean was implemented without proactive involvement of company top management?
Top management involvement
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Are there any success stories when lean was implemented without proactive involvement of company top management?
Didarul
Industry 4.0 implementation focuses on highly networked devices, that community using sensors using Internet Protocol, each one having an IP address. In addition, there is RFID that contains information about that particular part or product, which can be read by another device in the network. For example, in a manufacturing company, currently only uniform production is possible, which means, in one assembly line the same part will be put-together, with the same dimensions, weight, and specifications. However, if the incoming instructions are different for different assembly in the same assembly line, the parts made in that assembly line would differ accordingly. This can be achieved by using RFID to communicate to the assembly line, and the communication happens between the input parts and assembly line. Similarly, using sensors one can track the performance, potential trouble, etc. in real time, and act quickly to ensure that the work carries on.
Bablu123
There are fewer stories without proactive involvement..
Lean implementation or transformation isn’t an exception if we are excluding the fact that Lean cannot be considered as a Project. In fact, it cannot be considered a Project at all because Lean is a long term and endless strategy for a company; a strategy of growth in sales and earnings through constant waste elimination. Considering Lean as a project from the beginning may lead to failure soon afterwards.
Yes, Lean Transformation is a STRATEGY and not a Project. Lean must first start by deploying a crystal-clear vision all the way down to the entire organization of the company. All employees of the company must clearly understand the company vision and direction and must also understand all KPIs (Key Performance Indicators) and measurements used. In all honesty, this has rarely been the case.
Cascading vision consistently through all departments in a company is also a key for success. Policy Deployment in a company is crucial to ensure coherence across different action plans in various departments and services. Without consistency, Policy Department results would appear like a beautiful firework but would be ultimately rendered powerless for the company.
Secondly, most companies launch multiple projects simultaneously but do not allow sufficient time to implement these projects successfully. This kind of miscalculation occurs when Operational Excellence or Lean is viewed as a project and not a strategy. Consequently, companies consider Lean as being accomplished only after a couple of years of implementation, but, in fact, only 10 to 20% of the power of this approach is being realised.
Lack of resources is the third reason for failure. Most of the companies mistakenly consider that Lean is a matter of a few, select experts. This is not the case. All resources of a company must be involved in improving the operations and administration of a company because there are more improvement ideas in the brains of all employees of a company than in the brains of a few experts.