Challenges

Implementation of Lean measures

The theories of Lean and Kaizen are widely known, and many textbooks have been written about the methods of tact-time, SMED, one-piece flow, TQM and process leveling. Consulting companies also offer Lean training seminars, workshops or simulation training with Lean “kits”.

However, the biggest challenge remains, "How can I successfully put these theories into action in my own company?"

In the course of a Lean transformation most measures will have an impact on other departments, either directly or indirectly. Therefore, it is important from the outset that all departments – from sales to planning, design, purchasing, warehouse, production ,shipping, quality control, IT and maintenance – all work closely together in a coordinated effort.

The main reasons for the inadequate implementation of Lean measures are:

• Individual departments don`t have a clear “future state” vision to work towards, employees lack signposts to guide them or are pursuing different goals
• Lack of coherent management goals
• Interdepartmental goals are not aligned or synchronized with management's future goal
• Individual employee goals have not been clearly defined or communicated
• Lean philosophy and Lean management is not properly understood (especially in Sales and R&D).
• Employees have not been trained in Lean philosophy and methods
• The necessity for implementing Lean initiatives is not understood
• No one feels responsible, there are no consequences for inadequate implementation
• Managers don’t have time for improvements because they are too busy with routine duties or “fire-fighting” activities