Guest Post: 4 Tips for Avoiding Difficulties When Implementing Lean Manufacturing

Written by: Bryan Christiansen

Lean manufacturing focuses on eliminating wastes during production cycles by combining sets of improvement tools and a culture shift among employees. By practicing Lean manufacturing, companies can effectively shorten production time, eliminate unnecessary inventory, maintain the highest quality of production, minimize underutilization of staff, and enhance autonomy among production teams. In return, the company achieves better returns on its investment.

As impressive as it is, few companies implement Lean manufacturing programs the right way. Several difficulties inhibit the success of these programs, from logistical and planning challenges to behavioral concerns. Some common challenges companies face when implementing Lean manufacturing are:

• Lack of support from senior management
• Insufficient staff training, limited workforce, and lack of appropriate tools
• Failure to monitor progress (Insufficient performance data)
• Implementing several changes at one go
• Difficulty replacing established work practices (cultures)

How can companies (small and large scale) overcome these difficulties? What tools can they utilize to improve implementation?

Establish a Robust Implementation Plan

Companies often treat Lean implementation as a project instead of a strategy. The ambition to achieve results instantaneously pushes companies to transform several business operations at one go, which leads to clashes in schedules and operational bottlenecks. Treating the implementation process as a long-term business strategy increases the chances of success and equips the organization with tools for evaluating progress.

When transitioning to Lean manufacturing, the company needs to devise a solid plan to cater to resource allocation, managerial changes, communication protocols, key performance indicators and a clear vision for the business. The implementation plan should be comprehensive, detailing the responsibilities and evaluation criteria to track the performances of each employee.

Establishing an implementation plan enhances operational consistency across departments. It allows the company to identify operations that require immediate and intensive resource allocation. The company can define milestones and the appropriate timelines for its implementation – that way, the company lays down a step-by-step transformation guideline and identifies individuals to spearhead the transformation.

Focus on a Culture Change at All Levels of the Organization

One of the biggest threats to the success of Lean manufacturing programs is the resistance to cultural change by the employees. Companies often appoint program pioneers who spearhead transformations at their workstations. Among the employees are individuals who are never open to change. Others are unsure of which direction to follow and only wait for the voice of the masses. Resistance to culture change is not only limited to production floor employees. Some top-level executives may also resist a culture shift, for fear of losing their jobs.

During the early stage of implementing a Lean manufacturing program, companies often focus on work tools. The impact of these tools is dismal as long as employees do not appreciate the upcoming cultural changes. Any new program should have buy-in from the top, mid and junior level employees. The company needs to communicate the Lean manufacturing program benefits to employees, as well as the impact on workflows. The program managers need to develop strategies for rewarding implementation champions to attract more participants.

Tailor the Lean Manufacturing Program to Address Business-Critical Problems

Some Lean manufacturing programs fail because the company spends lots of cash on activities that generate little or no financial returns – that happens because program managers overlook business-critical problems. A company may focus on minimizing overproduction and idle inventory without paying attention to the quality of products or the number of defective parts. As a result, they’ll have to recall several batches, overstretching their production budgets.

One way to enhance the success of Lean manufacturing programs is by creating a Six Sigma pathway to connect critical processes and available production resources to tangible financial returns. The company can implement the Kaizen Blitz theory at the early stages of implementation. It allows the program managers to identify projects or activities that can yield results within a short period (a few weeks). The success of these projects builds momentum for subsequent projects and builds morale among employees. Ensure that a Lean maintenance program is in place to supplement the company’s transformation process.

The company can utilize the change management programs to identify and mentor future leaders who will participate in the long-term implementation of the program. It ensures the company can continuously improve its operations and remain competitive amid technological advancements and globalization.

Train Employees and Maintain Constant Communication

The success of any business depends on proper and timely communication among departments and employees. The company’s management is responsible for developing structured training modules to acquaint staff with changes in corporate culture, the introduction of digital work tools and the level of progress. It also provides channels for senior and junior-level staff to communicate and share feedback on the effectiveness of Lean manufacturing programs.

The management uses feedback from employees to fine-tune transformations and build a database of arising challenges, wastes and viable growth opportunities. Employees receive up-to-date information on managerial changes and the real-time status of the program. Practical on-the-job training fosters team collaborations as employees exchange information based on their levels of understanding and comprehension of policies and work tools.

Companies can improve their communication and training modules by relying on a data-driven approach. They continuously collect data on program progress, the well-being of employees and the latest Lean manufacturing trends. That information can be utilized to modify their training programs and update communication channels.

Summing Up

Implementing a Lean manufacturing program is a continuous process. The success of one stage builds up the momentum for the next one. Most of the implementation challenges stem from human resistance and incomprehension of advanced work tools. Companies can achieve accelerated success by instilling a culture of change among employees, and can also leverage digital resources to improve data collection, analysis and utilization.

Bryan Christiansen is the founder and CEO of Limble CMMS. Limble is a modern, easy-to-use mobile CMMS software that takes the stress and chaos out of maintenance by helping managers organize, automate, and streamline their maintenance operations.