In their book, Lean Enterprise, Jim Womack and Daniel Jones established a set of principles necessary to transform traditional enterprise systems into Lean enterprise systems. With MRC’s assistance, manufacturers use these powerful tools to map the flow of products and services in order to “pull” appropriate waste-elimination tools into problem-solving and continuous improvement.
A problem-solving culture requires processes that behave in predicable ways. 5S sets the requirements for process outputs, as well as process inputs of skill, method, material, machine, measurement and environment. MRC’s Lean experts deliver practical assistance to help your business realize the benefits of 5S Workplace Organization:
- Mitigating the effects of workplace disorganization
- Performing workplace scans
- The basics of:
– Sort – When in doubt, move it out! (Red Tag technique)
– Set in Order – A place for everything, and everything in its place
– Shine – Clean and inspect or inspect through cleaning
– Standardize – Develop, follow, and enforce the rules
– Sustain – Part of daily work, and it becomes a habit
Standard work is the centerpiece of a Lean Enterprise as it creates process requirements and its expectations for those processes. Standard Work establishes a single method to use enterprise processes and minimizes process variation caused by people, machines, materials, and the environment, enabling predictable results.
Every day, businesses large and small lose tremendous amounts of productivity to poorly coordinated process setups that add waste to value streams. Setup is the time required to change the production process from the last good product produced to the first good new product produced. Long setup times often go unnoticed, as they are not typically viewed as part of a primary process to build products.
Manufacturing and service organizations use various types of equipment to add value to material and information in the creation of products or services. When equipment performance is unpredictable, the ability for that process to achieve stability is diminished. And when a process is unstable, it becomes difficult to implement improvements and proactively solve problems. This course will establish standards and implement improvements that eliminate the causes of equipment instability; maximize the effectiveness of equipment resources through preventive, predictive, and self-directed maintenance programs, plus much more.
MRC’s Maintenance Master Certification is taught by Certified Maintenance and Reliability Professionals (CMRPs), and all sessions are held at on-site with local manufacturers to enhance learning with real-life examples. The workshops stress hands-on exercises and teamwork in order to improve equipment effectiveness, and participants become part of a maintenance professionals’ peer group to encourage networking and the sharing of best practices.
Many companies embarking on Lean journeys soon become frustrated with Kaizen events and isolated improvement projects that yield great short-term results but lack the ability to deliver sustainable improvement. Implementing a Lean Leadership Culture is a matter of building organizational capability. This process helps your organization “bring to life” the values and guiding principles found in most mission statements. We do this by explaining the steps/actions to consider while using problem-solving processes in daily activities (e.g. communication, buy-in, engagement, purpose, customer satisfaction, and more).
MRC, through the Manufacturing Extension Partnership (MEP) now gives manufacturers access to an innovative new strategic approach. By following the roadmap that includes Bold Steps© and actionable Game Plans©, now manufacturers can increase alignment, visibility, and collaboration, resulting in reduced costs, increased quality and delivery, a skilled workforce, and compliant processes—ultimately achieving supply chain optimization.