Struggling to Gain Support for Implementing Lean Methodologies in a Low-output, Custom Manufacturing Setting
Alright, let's tackle this tricky situation head-on. You're a manufacturing whiz, but you're struggling to convince your team to embrace systematized quality checks and lean principles – especially in a low-volume setting. I get it, it can be frustrating, especially when you feel like you're alone in the battle. But don't lose hope!
If I had to break it down, the core issue here is that your management and, consequently, operators either lack understanding or simply don't care about the benefits of adopting lean principles. It's time to change that narrative. Here's how to do it.
First, start by aligning with your management on the big picture. Valuing quality should never take a backseat to expediency – in the long run, incorporating lean practices will increase revenues, create free capacity for new clients, enhance profits, and boost free cash flow for the business. Not only that, but it will make it possible to run constrained work centers without a hitch, ultimately reducing costs.
Now, it's time to be straightforward. Educate your management on the importance of process reliability – if processes in the plant are unreliable, it leads to disconnects and delays that become a drag on the entire operation. Armed with this knowledge, your management will begin to see you as a valuable ally, rather than a nuisance.
Your newly found partnership with management provides the perfect opportunity to improve the current state of affairs. As you iron out wrinkles and instill discipline, you'll have the chance to edify your management about the techniques responsible for boosting throughput and tightening up KPIs. This is your chance to steer your operation in the direction of lean and quality excellence.
What's even more crucial is getting your management on board with fixing the ignorance within the organization regarding formal processes like SMED, standard work, SPC, PM, etc. Start by making presentations packed with data-driven recommendations to help the plant improve rapidly. Having them accept your help is the first step towards securing your desired results.
Next, it's time to level up your communication with the operators. When engaging with each operator, take a genuine interest in their ideas and concerns. Show empathy and listen more than you talk – this will demonstrate respect and earn the credibility you need to foster true collaboration. These small efforts will sow the seeds for a culture shift in the plant.
To help you move forward, I encourage you to consider gathering Pareto analyses of the causes and effects of poor quality and their impact on throughput and delivery. Present these insights to the management and propose a plan to execute your quality improvements.
Lastly, remember this mantra: "Taking your people with you by involving them in the change you seek!" Instead of using all those "I"s, focus on working together with "We"s. A united front will help combat the resistance from operators.
Now, the questions: "Which one comes first in low-volume manufacturing: quality or delivery?" doesn't require choosing between the two. With reliable processes and maintenance, you can achieve both. That's what the customer expects, too.
As for the extra time to check work in low-volume manufacturing, it's essential to remember that checking work after the fact typically means your process may still produce defective products. Instead, devote unscheduled time to productive activities, like 5S work, cross-training, and taking on scheduled work in other value streams.
In conclusion, persistence, collaboration, and education are key to implementing lean quality principles in low-volume manufacturing. If you can manage to win over your management and operators with hard facts and a collaborative attitude, they'll soon see the light and join your quality crusade!
Additional Resources:
- "Lean Manufacturing – Industrial Engineering" (Lean Manufacturing Study, 2021)
- "5 Strategies to Prepare Your Small Business for Lean" (Inc., 2019)
- "Using Value Stream Mapping in a Low-Volume Environment" (IndustryWeek, 2019)
- "The Importance of SMED (Single-Minute Exchange of Dies)" (Quality Digest, 2016)
- "5S: The Key to a Culture of Continuous Improvement" (The Balance Small Business, 2020)
- To convince your team to embrace systematized quality checks and lean principles in a low-volume setting, it's crucial to educate your management about the financial benefits, such as increased revenues, enhanced profits, and boosted free cash flow.
- With the support of your management and operators, you can collaborate to improve the current state of affairs in the manufacturing industry, focusing on techniques responsible for boosting throughput and tightening up KPIs, as well as addressing the ignorance within the organization regarding formal processes like SMED, standard work, SPC, PM, etc.
