人力资源--Why isn’t every plant a lean plant.pptVIP

Why isn’t every plant a lean plant? LEAN TOOL AWARENESS CERTIFICATE PROGRAM Peter Ward Ohio State University Center for Excellence in Manufacturing Management Benchmarking the Best 2000 Industry Week Best Plants Five-Year Improvement Metrics Lean thinking Why aren’t all operations lean? 2000 Industry Week Best Plants 5-year Quality Improvements 2000 Industry Week Best Plants 5-year Time Improvements 2000 Industry Week Best Plants 5-year Productivity Improvements Lean Thinking How does a plant achieve “Best Plant” improvement metrics? By applying lean principles. The applications tell the story. Why Aren’t All Processes Lean? As many reasons exist as there are non-lean plants, but I would like to start the conversation with three interrelated suggestion ssange: Articulation Leadership Focus Articulation Operations people often can’t seemto tell a convincing story As a result, Lean becomes a short-hand for cost down as opposed to “capabilities up” “Manufacturing is expected to get costs down, don’t bother me with implementation details” Marketing doesn’t understand “capabilities-up” either and is reluctant to talk to customers about lean because they fear they will be asked for a yet another price reduction. Leadership Corporate leadership often unwilling to show the patience to allow lean to work. Looking for silver bullet. Manufacturing leadership toward lean is often provided by a charismaticleader. Such people often move onward or upward without leaving a similarly heroic successor. Plant leadership can often muster the means to make great progress, even when the effort is isolated from corporate norms. Such efforts are usually ham strungwhen addressing value stream issues. Plant leaders are also heroes. Focus Competing programs such as six-sigma or ERP, even when meritorious , dilute attention and resources ). One-shot or serial Kaizens that are not sustained only build cynicism and add to talk about flavor of the week . Lean eff