The Lean Bug!

Whatever you think of when you see the words “Lean Manufacturing” or “Lean Thinking” you cannot get away from the fact it is a set of business principles, which, when applied, deliver exceptional results.

Over my career, I have seen the impact and benefit that Lean Manufacturing brings to any size of business, from an Engineer (in the 90s) working at an Small SME to a Corporate Exec (2009) implementing Lean Strategies.

I personally got the bug for Lean working for a small company called Linread Northbridge (although part of McKechnie Plc). We were making precision fasteners for several sectors but predominately Aerospace. The MD at the time gave me a book to read on “Kaizen” and I was hooked. From then on I have implemented Lean within every business I have worked in to now helping Manufacturing SMEs with short, high impact Interventions to major Lean Programmes and Strategies.

My first Kaizen event in the 90s was facilitating a SMED event on a Header Machine that took a whole shift to change-over from one product to the next, being trained, coached and mentored by a Japanese Sensei. We got the change-over down to 30 minutes. Through using the correct KPIs and driving root cause analysis I’ve increased production output and capacity in manufacturing cells that businesses have said couldn’t be done. I’ve moved 100+ machining centres within 5 days to create flow and as an Exec have put in place Strategies that realised Savings of +£15m within its first year.

Anything is possible if you put your mind to it.

I’ve heard the words “it won’t work here” more times than anything and I can tell you it’s Bu&*s*&t. The smallest improvement can have the biggest impact and everyday day is a day to grow and develop your potential. (Marginal Gains – The doctrine of marginal gains is all about small incremental improvements in any process adding up to a significant improvement when they are all added together.)

The skill is adapting, modifying and re-designing those business principles to ensure you get measurable and sustained business performance, after all in its simplest form all you are doing is looking at a time line from ‘Sales & Marketing through to production, production through to Customer Delivery’ and reducing that time line by removing the Non-Value Added wastes within it. Yes there are loads of tools and techniques that go hand in hand with that, but the biggest one is leveraging the knowledge within your people to drive continuous improvement.
Lean Manufacturing is not merely a set of mutually supporting techniques, it’s a change in the organisation’s culture and thought processes. The benefits to any business (regardless of size) are huge, and are only limited (in my opinion) by your Organisation’s Culture and Leadership Behaviour. Companies that fully commit to Lean dramatically outperform their competitors over time.
So get as close as possible to where the work is being done, lead from the ground up to first find what the real problems are and then face and resolve the underlying challenges.

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Get your Changeovers out of the Slow Lane

Benefits of SMED  (Single minute exchange of dies)

  • WIP and lot size reduction.
  • Finished goods inventory reduction.
  • Improved machine/resource utilisation.

Whether you are high volume or low volume business, changeovers is one of those things that can sap the living life out of your manufacturing process.

An unstructured/wasteful approach to changeovers (SMED, set-up, etc) has the uncanny ability to grow arms and legs, and those arms and legs can even grow arms and legs.

I first witnessed a set up reduction back in the early 90’s as a Kaizen Engineer manufacturing Aerospace Fasteners, we were being trained by a Japanese sensei in Lean Manufacturing, running three events on different machines; a centreless grinder; a header machine and thread roller.

Our team had the header machine, we videoed the actual set up so we could observe the waste within the process, much to our surprise there was 8 hours of it????? A WHOLE SHIFT WORTH OF CHANGEOVER for a production run that would probably last no more than 30/60mins depending on batch size, and batch size we were talking thousands. It was running three shifts.

Now bearing in mind, a major customer had flagged this as an high risk to their operation due to capacity and were forcing discussions on us purchasing another machine?????

At the start of the week, we we’re thinking a 50% reduction would be excellent, never in a million years did we think we’d get to sub 30mins, but we did!

Long Changeovers drive so much waste within your business, WIP, Overproduction, delays, waiting, transportation…..so they need to be focussed on.

The main benefits are as shown

Key Principle of SMED

INTERNAL SET UP

Internal set up activities can only be performed when the process is stopped and must be kept to the absolute minimum in number and time taken to complete. Internal set-up activities should be limited to the actual fitting or removing of the Tool or Die or Material ONLY.

EXTERNAL SET UP

External set up activity can be performed with the process running and therefor does not affect the core changeover time.

As many changeover activities as possible should be external, leaving as few as possible as internal activities.

The statement that always sticks in my mind from my early SMED activities is ELIMINATE, COMBINE, SIMPLIFY.

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