Presentazione Lean Organization: convegno AIIC (Associazione nazionale ingegneri clinici) 4/4/2014

7 aprile 2014 § Lascia un commento

Presentazione del CEO di WTCO e LeanDiscovery sulla cultura Lean e come può essere applicata sia al mondo sanitario sia ad ogni contesto quotidiano.

Buona Visione

Linee guida per una rapida trasformazione LEAN from HBR.org

30 gennaio 2012 § Lascia un commento

Anche la famosa importante rivista Harvard Business Review, sottolinea come trasformare l’azienda verso un processo LEAN – ci tengo a sottolineare che non si tratta di un passaggio facile e nemmeno immediato (forse per qualche attività), ma indispensabile per crescere e sviluppare il VERO VALORE dell’Azienda

Buona Lettura

One of the most common mistakes that companies make when embarking on a lean program is trying to do too much at once. These “boil-the-ocean” initiatives are long, costly and often end up stalling under the weight of their own ambition.

The fact is, smaller and faster can be better when it comes to lean. One thing we’ve consistently seen in our work with manufacturers is what a huge impact a quick plant “health check” and a few focused changes can have on cost and performance. Companies can see major savings in specific areas in just a few weeks. The key is to pick the right improvement levers by taking the time to quantify the value they could deliver, weigh the trade-offs, and choose only the top three or four priorities to tackle immediately.

Sounds simple, right? The problem is that many companies either don’t take the time or don’t have the analytical skills needed to look cross-functionally, dig deep, find the underlying cost drivers, quantify the improvement opportunities and evaluate the trade-offs. Once they bring these diagnostic skills to the table, they can see the potential big wins.

Clarity on the payoff is a critical first step, but sometimes even when the source of problems and the financial upside of addressing them are clear, no action is taken. There may be too many competing priorities, not enough manpower, limited access to the capital needed to get the ball rolling, or just plain inertia. Other times companies think they’ve already done all they can to reduce waste, cut costs, and improve efficiency, so they don’t bother to look any further. For example, one manufacturer we worked with cut costs so deeply that it assumed its people had to be more productive. But by simply observing the crew and their activities on the production line, we saw just the opposite — too much downtime, wasted effort and inefficient work habits. The company’s lean efforts simply hadn’t gone far enough.

In addition to the above, there are often “hidden” costs that — by definition — aren’t immediately visible, especially in complex global production networks. One company had a continuous improvement program underway and thought it was quite lean. But a cost comparison across its network of plants revealed a multi-million dollar cost gap between the top and bottom performers. By doing a deeper analysis of underlying cost drivers such as scale, efficiency, overhead, and logistics, the company gained new insights into why some plants and geographies performed so much better than others — and what high-impact areas to tackle for greater savings.

Based on our experience, the best opportunities for quick improvements in manufacturing costs and performance typically lie in five key areas:

Equipment — By reducing machine downtime, improving maintenance and boosting overall equipment effectiveness (OEE) and output
Processes — By standardizing work, cutting out low-value steps, optimizing work flow and improving line staffing
Material yield — By reducing loss from scrap and obsolescence
Logistics — By boosting warehouse productivity and minimizing freight costs
Inventory — By right-sizing, rethinking levels of buffer stock, streamlining material flows and improving demand forecasts
Although these categories are quite broad, the key is to focus sharply on a small number of specific levers in a few high-impact areas of the plant. Interestingly, at virtually every company we work with, the biggest opportunities for quick wins are in overall equipment effectiveness (OEE), line staffing, and scrap reduction — probably because these areas are easy to analyze, can be changed without a major capital investment, and almost always have room for improvement no matter how much attention has been paid to them in the past.

Just observing a plant’s operations can deliver “aha” moments that lead to real insight and simple fixes. For instance, at an industrial products manufacturer with a one-operator-per-line set up, we noticed that the line operators were walking around a lot and doing things that seemed to add little value. This excessive movement was a clear red flag. By reorganizing the work flows and slightly modifying the production lines so the work area was more concentrated, the manufacturer was able to assign each operator two lines instead of one —reducing labor costs by about 40 percent.

Another quick, simple fix with a big payoff was at the factory of an automotive company. The tip-off there was seeing parts and materials sitting on the floor, where they often ended up getting damaged by forklifts or workers before they could be used. The manufacturer saved millions of dollars per year simply by designating a section on the shop floor for this inventory, creating racks to move it off of the floor and putting guardrails around it to protect it from damage.

But sometimes the problems aren’t so obvious. In these cases, a deep analysis often reveals a very counterintuitive solution. For instance, we were looking into a manufacturer’s warehouse operations. The warehouse had slotted its SKUs in a way that seemed to make sense — the high-volume movers were closest to the main doors. Unfortunately, this layout actually resulted in congestion, interference and delays. By creating a “heat map” showing relative areas of activity throughout the warehouse in a typical week, we were able to reorganize the layout and traffic patterns to make better use of the space. These changes shortened movement and transit times by 20 – 25 percent overall.

If new best practices such as these are shared among all of a company’s factories, a multiplier effect often takes hold and costs can drop substantially across the whole production network. The right metrics and incentives can ensure that this sharing happens. Again, small changes and big results.

Done right, a “fast lean” approach can generate major savings and be a catalyst for a larger lean transformation, even funding it. To get started, we would suggest companies keep in mind four simple guidelines:

Prioritize opportunities based on time to results, relative effort and financial impact
Focus scarce resources on top priorities to generate quick wins
Develop a coordinated effort within and across plants to rapidly surface and adopt best practices
Create an environment that rewards speed and an acceptable level of risk taking
If a broader lean program is already underway, this approach can turbo-charge it and increase momentum. There’s nothing more invigorating to an organization than fast, visible performance improvements that people can see and touch — and that hit the bottom line.

Takt Time

12 gennaio 2012 § Lascia un commento

Sono a sottoporvi una breve ma corretta spiegazione di cosa sia il Takt Time; per gli appassionati di Lean Organization un argomento che si tratta continuamente ma a cui pochi sanno dare una corretta spiegazione.

Ma voi, come definire la richiesta dei vostri Clienti/Mercato??

Per adesso vediamo con quale ritmo dobbiamo rispondere

Takt time can be defined as the maximum time allowed to produce a product in order to meet demand. Here’s the lowdown on how you can apply it.

It is derived from the German word taktzeit which translates to clock cycle. The pace of production flow would then be set based on this takt time. Product flow is expected to fall within a pace that is less than or equal to the takt time. In a lean manufacturing environment, the pace time is set equal to the takt time. A similar but alternative definition can be found here
How is Takt Time established?

What is Takt Time?
The customers buying rate establishes Takt Time. It’s the rate at which the customer buys your product. It is calculated as the net available production time (the amount of time available for work to be done. This excludes break times and any expected stoppage time) divided by customer demand. It provides the heartbeat of a lean production system.

Improving Takt Time

Takt time isn’t “improved.” Cycle time is improved. Takt time is the amount of time “allowed” to complete a work sequence. Cycle time is what is “required” to complete a work sequence. We can reduce the Cycle Time and the content of the work involved in that Cycle, such as reducing or eliminating waste and non-value added steps, thereby influencing the Takt Time, or overall beat of the line. Specifically, we can do the following:
Reduce Variation
Reduce Idle Time
Reduce set-up time
Reduce or eliminate waste
Better manage constraints

Eventi Kaizen in Italia

10 gennaio 2012 § Lascia un commento

In questo post vorrei sottolineare alcune differenze che distinguono l’approcio Lean in Italia rispetto al resto del Mondo..parliamo di un evento Kaizen

Come si sviluppa in genere un evento Kaizen?

Si parla di frequente di settiamana Kaizen quindi 5 giorni di lavoro nella stessa area al fine di poter raggiungere il risultato.

Ma ora ditemi, chi di voi è in grado di tenere 4-8 persone per 5 giorni sullo stesso obiettivo, senza che gli stessi vengano contatti per procedere con altre attività?

La dimensione media delle aziende in Italia è al di sotto delle 15 persone, quindi ci troviamo di fronte ad aziende dove ogni componente è fondamentale per il prosequio delle attività e nessuno può permettersi di staccarsi per più di 1 giorno a volte già 4 ore diventano un miracolo…

Ma faccio una domanda: servono davvero 5 giorni per raggiungere un obiettivo?

Per quanto riguarda la mia esperienza vi posso garantire che una giornata ben organizzata con idee chiare e un team di persone disponibili può fare grandi cose in brevissimo tempo, BASTA VOLERLO!!!

il nostro lavoro è ridurre gli sprechi, quindi siamo certi che 5 giorni di Kaizen non siano uno spreco??!!

Lean vs MRP o MRP vs Lean

29 dicembre 2011 § Lascia un commento

Ci tengo a segnalare questo articolo trovato tra i diversi blog che seguo, in quanto tratta un argomento su cui mi trovo spesso a fronteggiare e cioè, MRP si o MRP No?
Annoso dilemma che pero in questo articolo trova una sensata e corretta spiegazione su come integrare il software alla lean.
Ci tengo a sottolineare che personalmente non ritengo che il sistema MRP sia da gettare, ma ritengo che debba essere intelligentemente integrato per politiche di approvvigionamento che necessitino di lunghi lead time, allorché può risultare efficace; fondamentale e’ sempre pero il lavoro dell’uomo e di chi controlla il sistema

I attend many Lean conferences throughout the year that focus on different areas of the supply chain. Presenters there often state how the concept of material requirements planning (MRP) is outdated and works as a detriment to Lean thinking. In addition, there have been many articles published that discuss the “Lean versus MRP” debate. I recently had an email conversation with Derek Singleton about this very topic. Derek is an enterprise resource planning (ERP) market analyst and writes for the Software Advice website. He has some interesting ideas about the use of software during the planning process, and I’d like to share his thoughts here:

Three Ways Manufacturing Software Can Adjust to Lean Principles

There’s a long-standing debate between manufacturing planning strategies. The debate is between proponents of material requirements planning software — better known as MRP software — and lean manufacturing advocates.

The crux of the dispute boils down to whether sophisticated software tools are needed to adequately plan production. Proponents of MRP software believe that today’s complex manufacturing challenges require formal planning tools to get an accurate picture of the production requirements. Lean advocates, on the other hand, argue that these planning tools actually get in the way of accurate planning because they’re too slow and transaction-intensive to pace to actual consumption, or adjust to demand fluctuations.

Three Components to Incorporate in Manufacturing Software

I see three main ways that manufacturing software can evolve to adapt to the demands of lean manufacturing. Each way focuses on bringing lean principles front and center of manufacturing software packages.

1. Make Value Stream Mapping a Core Software Component – One of the most important tools in lean manufacturing is create a value stream map to outline the flow of information and materials in the manufacturing plant. Modeling how information and materials flow through a shop floor will allow manufacturers to more easily identify production bottlenecks.

2. Monitor Cycle Times Intensely – The most important metric to know in manufacturing is how long it takes for materials to arrive on the dock and to leave in a completed product. In order to improve cycle times, these times need to be monitored and tracked. A subset of monitoring and tracking cycle times is keeping track of production status.

3. Locate Key Places to Add or Remove Inventory – While there’s ample functionality in manufacturing software for determining what to stock and how much to stock, there is little functionality to help manufacturers figure out where to stock. Functionality that can tell a manufacturer where to stock will help them figure identify the best places to protect against volatility, which will ultimately help avoid product shortages.

These are a few ways that I can see manufacturing software changing to adapt to the requirements of lean manufacturing. However, I’d like to hear your thoughts. What needs to change in manufacturing software to adapt it to lean manufacturing principles?

Mente Sana in Corpo Sano – altri elementi per migliorare

14 dicembre 2011 § Lascia un commento

Di seguito un articolo preso da http://www.mylife-coach.net/1793/psychic-powers-silent-lucidity-of-your-mind/ dove si parla di mente e corpo e l’importanza di stare bene per poter ottenere grandi risultati

Questo tipo di approccio vale anche nei percorsi di miglioramento continuo, nell’applicazione della Lean organization, in quanto essere fisicamente in forma permette di ottener grandi prestazioni anche in campo lavorativo in quanto possiamo avere il supporto di mente e corpo contemporaneamente; in Italia, tendiamo a sorridere quando veniamo a sapere che i giapponesi prima di iniziare a lavorare fanno ginnastica e al termine fanno streching, ma ci siamo mai chiesti perché?
Vi lascio alla lettura

Grazie

Psychic Powers is a really typical phenomenon that occurs with everyone’s life. Sometimes you may observe that your kid is talking to an invisible organization or discussing an unusual topic. You suddenly realize that some thing had gone incorrect or you attempt to cease these activities by scolding them. As a result of a pure mind your child has the energy to communicate to the paranormal powers within them. These are very typical incidents that happen. But in case you are truly enthusiastic about building these powers just prepare your self for the alter and get started with some of the ideas and recommendations to develop these powers mentioned beneath.
Know your energy: if you region newbie it is very crucial to focus upon the innate powers that you have to develop. Concentrate on your specialty and accept the fact. Sometimes you can get diverted from the monitor because of fear that may arise all of a sudden. Relax! It’s component of your existence. Controlling your mind will eliminate all of the unhealthy elements from the thoughts.
Make yourself healthy: To bring the power for developing the sixth sense, your entire body needs a healthy thoughts. The practicing of breath getting workouts or yoga is really a vital tool to make your mind strong. With this particular power you can very easily connect using the subconscious mind and establish the reality from the new globe. Focus on your diet plan and keep your self away from the disturbed globe.Work about the power: It may consider some time to rationalize your psychic sense. At first you are not certain from the art and this could make you stressed out. In no way worry, because you are only a learner now. Using the gradual exercise and mind games you’ll master this art and work wisely. Attempt to experiment with your buddies and loved ones members and listen to their feedback. In case you are good, then relax. You’re approaching the following level really soon.
Powers for a cause: Interpretation is really a great method to create your power. Attempt to apply your skills for the betterment of the culture. If you can manage any situation, people will treat you as a scholar and produce a faith inside your passion. Moreover, you’ll also really feel the essence from the power for a great cause. Sharing positivism is a great factor to master the fine art.To upgrade yourself using the paranormal activities, you can consider the reference from the pursuing book list which will information you in a better way.1. Discover Your Psychic Kind: Building and Using Your Organic Intuitiontwo. You are Psychic: The Fine art of Clairvoyant Reading & Healing3. Awakening Your Psychic Powers: Open Your Inner Mind And Control Your Psychic Intuition Today (Edgar Cayce Guides)

Lean..troppi ne parlano e pochi la fanno

29 settembre 2011 § Lascia un commento

Questo è un breve post che vuole trattare l’argomento LEAN PRODUCTION con un visione diversa dal solito..

Oggi ne parlano tutti, sembra che tutti siano dei fenomeni nelle applicazioni, e che tutti siano in grado di raggiungere grandi risultati in 2 giorni, ma avete verificato??!!

Ormai il termine è utilizzato a sproposito, nel post precedente mi sono permesso di dire che è “sputtanata” ma purtroppo è la realtà.

Di fatto la Lean è stata introdotta per ridurre gli sprechi nelle aziende, di qualsiasi tipo e genere, aumentare i profitti, ma pochi si ricordano sempre che tra gli elementi di base oltre al miglioramento continuo esiste il rispetto dell’uomo – chi di voi ha letto i principi su cui è la nata la Toyota??!! –

Quanti, durante la cosiddetta applicazione del metodo, o nelle settimane kaizen, pensano alle persone che vi lavorano e le rispettano? quanti domandano loro cosa farebbero per migliorare? quanti si sanno approcciare nel modo giusto e non da maestri e coloro che fanno cadere tutto da cielo?

Oggi le aziende hanno bisogno di persone concrete, con i piedi per terra, che anche se definiti consulenti di fatto sono persone che quando sono nell’azienda è come se ne facessero parte, che la vivono con il cuore di vi lavora, e spesso di l’ha creata.

perdonate lo sfogo forse un pò forte, ma è ora che si faccia chiarezza, e che qualcuno smetta di vantarsi con grandi parole e lascia fare…

 

la Lean…oggi

27 settembre 2011 § Lascia un commento

Vi vorrei sottoporre un articolo che ho trovato in giro per il web, ma che ritengo l’ennesima conferma che la lean, per quanto concedetemi “sputtanata” da persone che ne utilizzano il termine solo per proporsi e vendere ma alla lunga senza dare risultati concreti…
non bastano i metodi, non esistono ricette, sono le persone che fanno la differenza attraverso il giusto metodo ma guidati da persone che credono in quello che fanno e che non svolgono il loro lavoro per business ma per dare il meglio
Buona Lettura…e come al solito attendo commenti

Just because lean production was made popular almost 100 years ago does not mean that it is any less relevant in today’s modern business world. This strategy is still widely studied and widely sought after by businesses and industries all around the world.

The goal for lean is straight forward: reduce the amount of waste to increase production and profit. However, this strategy must be driven by the business’ employees. In order for this to happen, they have to possess pride in their work and be encouraged to talk about the problems they are encountering. Communication is key in the working environment. It enables issues to be addressed and down time to be reduced.

Every single business can benefit from lean, because the aim is to completely eliminate waste. Waste does not mean garbage, instead it could be an unnecessary production step or a disorganized work space. The goal is to take the current production flow and streamline it by removing the waste. For a business, waste can cost a lot of money and can cause down time. With a better production flow, an increased level of output will lead to a larger profit.

In theory, the idea of lean is relatively easy to grasp. But the steps that must be taken to implement it require a great deal of consistency, otherwise it will not work. It is very important the employees feel empowered and proud of the work that perform. Employees with a high level of job satisfaction will offer more output.

The key is to ensure that the business does not revert back to its old production methods. This can be achieved with regular reviews of the production flow. Any problems must be addressed immediately and changes must be made. This will lead to higher levels of production, less waste and more income.

Fonte: http://leanmanufacturingshop.com/lean-production-in-the-modern-business-world/

Militari e Lean…tanti punti in comune

21 settembre 2011 § Lascia un commento

Ci tengo a presentarvi un esempio che collega esercito e metodo lean/Toyota.

L’articolo che vado a suggerirvi sottolinea i collegamenti tra Mondo Militare e Aziende; in passato il Mondo militare prendeva spunti dalle attività delle nostre aziende in quanto davano loro un supporto di informazioni tale da poter aiutare le loro attività di campo.

Oggi sta accadendo esattamente il contrario;il Mondo delle Aziende sta osservando con attenzione il lavoro delle forze armate in quanto a livello di preparazione e strategia i nostri militari svolgono e applicano i concetti con estrema precisione raggiungendo costantemente i loro obiettivi, quello che dovrebbero fa oggi tutti gli imprenditori.

Di seguito, un esempio di applicazione di utilizzo dell’hoshin Kanri

Inoltre, quanto e’ importante il comportamento delle persone che collaborano con noi?
Semplice..fondamentale; e la disciplina…altrettanto importante

Vi auguro buona lettura e commentate

A review of The Art of Action, by Stephen Bungay.

The Art of Action: How Leaders Close the Gaps Between Plans, Actions and Results

By Stephen Bungay
Nicholas Brealey Publishing, 2011

In The Art of Action: How Leaders Close the Gaps Between Plans, Actions and Results, Stephen Bungay, director of the Ashridge Strategic Management Centre in London, integrates military history and management to help us understand the essence of implementation and its challenges. Bungay, also an acclaimed military historian, begins by describing a disease endemic to large organizations — the inability to translate elegantly phrased plans into action. He identifies three symptoms: a “knowledge gap” between plans and outcomes, an “alignment gap” between plans and actions, and an “effects gap” between actions and outcomes.

Corporate leaders usually respond to these symptoms by trying to fill the gaps with more detailed information, instruction, and control, respectively. But this just makes the situation worse by hampering their employees’ ability to take effective action toward a common goal. A better cure, argues Bungay, is to address the root causes of the disease by embracing a discipline of execution.

For an understanding of the causes, the author turns to the thinking and practices of the famed German General Staff as exemplified by the writings of Carl von Clausewitz (1780–1831) and the practices of Helmuth von Moltke (1800–1891). That formidable institution, defunct since 1945, continues to inspire military establishments around the world with the sheer competence of its practitioners. From the military perspective, the root causes of the three gaps are imperfect information, faulty communication, and external factors, such as weather and accumulating complexity and risk. The solution is what the Prussians called auftragstaktik (or “mission command”), a discipline that requires the mastering of command skills by individuals at all levels, as well as the setting up of organizational processes. When this is translated to a business setting, the author calls it directed opportunism.

Practiced up and down the corporate hierarchy, directed opportunism closes the knowledge gap by issuing no command and making no plan that is more detailed than allowed by the circumstances of the commander. No distinction is made between strategy development and execution — decisions and actions coevolve. Directed opportunism closes the alignment gap by ensuring that the broad intent of commanders is conveyed as clearly as possible, while allowing subordinates to decide not whether to obey the order but how best to carry it out. Thus, the effects gap is closed by people at the appropriate levels of the organization being granted freedom of action within the bounds set by the intent. The result is a cascade of intent informed by learning at all levels of the organization, such that the emphasis of action moves from “plan and implement” to “do and adapt.”

The dynamics of directed opportunism are similar to those of the Toyota production system. For example, Bungay’s template for strategy briefings includes feedback from bottom to top, and bears some resemblance to the famed Toyota A3 report — a seven-step problem-solving process arranged on a single sheet of paper roughly 11 by 17 inches. It is less clear how directed opportunism works in a management context. The faux management sessions presented by the author, in which executives grope forward to eventually find their way, are the book’s least satisfactory sections. They suggest that the approach would have to be inculcated in staff in the same rigorous ways used by the German General Staff and Toyota.

One intellectual hurdle that the author acknowledges: If directed opportunism is to be embraced as a practice, we have to overcome a knee-jerk antipathy to the idea of command. This response is surely a legacy of our experience of authoritarian leaders whose orders went far beyond what they could know, who allowed their subordinates no discretion, and who were intolerant of feedback that even hinted that they might be wrong. More generally, this antipathy can be seen as a lack of appreciation for and acceptance of the adaptive role that the use of power can and must play in every successful organization. To overcome this, Bungay suggests that we add the function of directing to the familiar duo of leading and managing. The resulting “executive trinity” aids our understanding of what the legitimate role of power is in organizations and how it might be exercised.

7 modi mantenere il Miglioramento Continuo negli Anni.

12 settembre 2011 § Lascia un commento

Molte organizzazioni hanno perseguito il kaizen per anni o persino decenni, eppure, molti trovano che dopo pochi anni di progressi kaizen diventa difficile mantenere lo slancio, l’interesse o addirittura trovare nuove aree di miglioramento. Come risultato si vedono anche casi in cui si perde il livello generale di consapevolezza , diminuisce il “livello di kaizen” e i guadagni passati. Come per l’apprendimento delle lingue, strumenti musicali o di forma fisica, la capacità di kaizen può deteriorarsi con il disuso. Qui ci sono sette modi per mantenere il kaizen dopo anni di progresso.
1. Chiedere ai clienti Aiuto. La maggior parte dei clienti con un programma di sviluppo fornitore sarà solo lieti di offrirvi il loro aiuto. Coloro che non hanno sviluppato un progetto di miglioramento continuo (kaizen) possono effettivamente diventare grandi partner, creando nuove opportunità di collaborazione e sviluppando il miglioramento insieme. Per lo meno, cogliere le aspettative dei clienti può aiutare a ripristinare i nostri obiettivi e ci darà nuova attenzione verso il  kaizen.
2. Fissare obiettivi audaci. In altre parole, pensare in grande più di quanto si farebbe normalmente. Toyota definisce obiettivi di routine che richiedono una “riduzione dei costi della metà” e altre cose simili. Questo aiuta a soffiare via le scuse più banali radicate nella realtà di oggi, e si tolgono quelle cosiddette fissazioni che meglio di così non si può fare. Un sano senso di urgenza e una chiara visione dell’obiettivo da raggiungere permette di stimolare le persone.

 

3. Assegnazione di persone dedicate a guidare la scalata. Ci possono essere o non essere persone dedicate allo sviluppo del processo di miglioramento, che esso si chiami Lean, kaizen, sei sigma in un’organizzazione che ha fatto progressi nel kaizen. A parte il dibattito se necessario o consigliabile mantenere il miglioramento continuo, avere una persona o un team dedicato ad esaminare perché il kaizen sembra essere bloccato, qualcuno che faccia da riferimento e che stimoli ad andare a vedere dove sono i problemi è fondamentale. Ricordatevi di assicurarvi che queste persone abbiano entusiasmo genuino e la conoscenza di come fare kaizen e l’acutezza di riconoscere ciò che “meglio di adesso” assomiglia.
4. Visualizza i tuoi progressi. Ciò richiede l’utilizzo di metriche. Permettere alle persone di sapere come stanno andando e stanno raggiungendo la meta. Mi trovo spesso a confrontarmi con imprenditori per esporre i dati direttamente in produzione in modo che tutti possano vederle; Credo che questo sia esattamente ciò che le società hanno di bisogno in questo momento in modo da mantenere l’attenzione sui loro temi. Fatto per un periodo di anni, la visualizzazione di attività kaizen serve anche come un segnale di avvertimento precoce che l’energia è in calo, o che stiamo diventando compiacenti con i nostri progressi.
5. Chiedere alle persone per le loro idee. Naturalmente ogni società che ha sviluppato un processo di miglioramento dirà che già lo fanno, ma quando interrogato sul Gemba, solo i migliori possono realmente rispondere “Oggi” alla domanda “Quando è l’ultima volta che hai chiesto un altro membro del team un’idea kaizen”. E ‘il modo migliore  ovvio, ediretto e veloce per tenere la pressione nel Kaizen.
6. Coinvolgere tutti. Chiedersi: “Chi non abbiamo coinvolto ancora?” Così come c’è sempre più spazio per migliorare in qualità, sicurezza e servizio, c’è sempre qualcuno che deve ancora essere pienamente coinvolto nel miglioramento. Questo piccolo contingente potrebbe essere stato trascurato per vari motivi o per il loro ruolo apparentemente laterale. Gli esempi possono includere i custodi, le guardie di sicurezza, i lavoratori stagionali. Tuttavia sono proprio queste persone che spesso vedono le cose che mancano, hanno tempo di pensare a nuove idee e si permettono di fare domande che di riportano a pensare alle origini. Quindi…..Coinvolgere tutti.
7. Sviluppa il tuo percorso personale.  Fare Kaizen piuttosto che parlarne, questo è è fondamentale; seguire gli insegnamenti del nostro “SENSEI” e successivamente implementarli attraverso le nostre esperienze.

In altri termini il kaizen significa che arriva un momento per seguire l’approccio standard, un tempo per il mastering per il suo adeguamento, e un tempo per perfezionare.

 

 

Dove sono?

Stai esplorando le voci con il tag lean production su Wtco.

%d blogger hanno fatto clic su Mi Piace per questo: