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Is Your Implementation Process Going Slower
Than Expected?
Enrique Mora
German
Version
One of the main problems
when establishing these disciplines, either TPM or any other Lean
Manufacturing strategy, is that when all is said and done, the effort is diluted and eventually gets lost.
This is a worse consequence than if the effort had never started.
We have found this a common source of frustration in a big number of companies.
What happens is that there is a mistaken idea that
it is sufficient to have a handful of people trained in these disciplines, usually supervisors
or managers. Unfortunately, they are still of
the old management style where they consider their function is that of a boss.
The reality is some of
these people feel that with the implementation they will lose power. The truth is that yes, they will lose the power of
giving orders, but
for those who become true leaders, they acquire
the new power that comes from the respect and admiration of their team
members.
The process is simple,
perhaps, that is the reason why key points can
be overlooked although they are crucial to the success of the implementation.
The steps are relatively
easy to follow:
1) Only issue
invitations and accept those
people who show interest and enthusiasm about learning advanced productivity technologies.
Never include people
in the projects by force or mandate.
2) Make an appropriate
mixture of operators, leaders (supervisors and managers), engineers, staff
personnel, etc.
3) Develop an atmosphere
of authentic leadership by making them aware that their ideas and voices will
be heard; where people cooperate by their own will of being part
of the success.
4) Cross-training is a
key element in understanding how everyone's job fits into the big picture.
This promotes an atmosphere of Cooperation and
Motivation.
5) Constantly acknowledge and
recognize people's ideas and contributions.
6) Listen to all with
attention and try to put into practice their creativity and ingenuity in minor
or big improvements to the processes, work areas, machines, facilities, and the product.
7) Close each event
making sure that each person learned something, and felt great satisfaction
for the achievements. Have the participants express these achievements in the presentation to
management.
8) Emphasize that management recognizes these achievements and commits to keep supporting the
continuous improvement process.
If any one of these points
is not thoroughly completed, it can mean that the effort will have poor
results or fail. Therefore, it will be a waste of your invested time and resources.
We are prepared to help
you recapture control and to make the Kaizen power yours.
Your
company can have the
services and continuous support
of a Lean Manufacturing Expert
without having to pay for one!
Click here to
send us an email,
we will give you our comments
without any strings attached.
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