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Is this workbook for
you?
In your organisation
...
- Are
daily or weekly plans and schedules ever changed after being
issue?
- Is the
prime focus of LEAN eliminating waste?
- Is the
accuracy of demand forecasting an issue?
- Would
“fire fighting” be an appropriate term to describe the way things
are, at times, done?
If you answer YES to
one or more of the above,
-
this workbook is for you, your colleagues and the organisation you
all work in.
Forward
by Daniel T Jones
If you want to become truly
lean but cannot imagine how to get beyond the fire-fighting
associated with constantly changing plans, then this workbook is
for you. A growing number of people are recognising that there is a
lot more to lean than simply eliminating waste from current
processes. But they struggle to see how to redesign their
operations and abandon old ways of working. This workbook
introduces a new pathway that is helping many organisations to
overcome this hurdle and to launch them on the next phase of their
lean journey - breaking through to flow.
The key starting point for
this pathway is to question the batch logic, based on economic
order quantities, that drives most planning systems. Batch logic
creates a vicious circle where every change leads to a new plan,
which in turn leads to further changes and fire-fighting. This
workbook describes how it is possible to move step by step towards
levelled production and later on to produce in line with customer
demand. This simultaneously creates the stability essential in
driving a virtuous circle of standard work, continuous improvement
and increased performance.
Every business is actually a
collection of different product flows. This workbook introduces a
tool and a management system, which we have come to call the
Glenday Sieve, which enables you to quickly create a stable
flow and replenishment pull system for the few products that
account for a significant part of your output, while managing
separately the tail of build-to-order products with low volume and
unpredictable demand. Over time more products can be added to this
flow, and the cost of product complexity can be reduced.
I first met Ian
Glenday and came across this pathway over a decade ago, while
writing Lean
Thinking. He was at the time working in a company making
various food products. I was just getting involved in rethinking
the grocery supply chain with Tesco. It puzzled me why food
manufacturers glazed over when you talked about single piece flow
and synchronised production. They understood cost reduction, which
they had been doing for years, but could not imagine synchronising
production to demand, because of the chaotic order signals they
were receiving from retailers. This situation is beginning to
change as Tesco and others introduce continuous store replenishment
systems and pick up products from their suppliers every day. The
time is now ripe to create lean flow logic in supply chains across
a wide range of industries. This workbook shows you
how.
While it is perhaps not
surprising that this pathway was first developed in a process
industry, our research tells us that it is also very helpful in
many different environments. These range from dealing with
insurance claims, to organising the service and repair of cars, to
managing the flow of patients through hospital departments. The key
translation in applying the Glenday sieve outside manufacturing
involves analysing tasks to be performed rather than products to be
made. The skill lies in repeatedly sieving these tasks using
different criteria to reveal the underlying flows going through the
organisation.
Ian started developing this
pathway many years ago out of his own experiences in
pharmaceuticals and food production. He later met Yoshiki Iwata,
the founder of Shingijutsu, who at Toyota Gosei was one of the
first Toyota Group suppliers to be taught the Toyota Production
System by Taiichi Ohno and his team. He showed Ian the steps of
levelling Toyota used to get to one-piece-flow and encouraged him
to develop his ideas further. Ian then spent many years learning
all the change management skills necessary to help people make this
breakthrough to flow. You have the end result in your
hand.
This is not a workbook on the
Toyota Production System. It is a pathway that helps people make a
fundamental change in their thinking and working that is at the
heart of lean - moving from batch to flow logic. The Sieve helps to
identify the right value streams to map using the Learning to See
workbook by Mike Rother and John Shook. You will also need all the
other lean tools described in Creating Continuous Flow, Making
Materials Flow and elsewhere to achieve a succession of future
state value streams. And it will help you appreciate the full
significance of the different types of pull systems described in
the Creating
Level Pull workbook by Art Smalley.
This workbook describes a big
step change in thinking and doing. We know from experience making
these steps in different organisations can very quickly lead to big
improvements in performance as well as releasing a lot of
enthusiasm in people to carry on down the path to flow. We have
learnt over time that the only things that stick are those you do
yourselves. It is now up to you to see what this pathway can do for
you. Let Peter Walsh know your experiences and any lessons you have
learnt on the way at pwalsh@lean.org.au. I wish you the
best of luck.
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