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• ZERO DEFECTS: this refers to the
continuous improvement and
optimisation of all processes within
the company
A
CARTON
BOX
SIMULATION
To experience the benefits of this
transition, participants were then taken
out of their comfort zone to actively
participate in 4 simulated ‘production
lines’ featuring carton board boxes. In 4
steps, participants were guided through
the transformation process to ‘lean
manufacturing’ after each step, a ‘MUDA
check’ (MUDA = waste) on different
aspects of the process (over production,
inventory, space, transportation,
movement, waiting time, defects, lead
time etc.) and the key learning points
were recorded after each step.
THINKING
OUT
-
OF
-
THE
-
BOX
:
A
REAL
LIFE
EXPERIENCE
FROM
THE
PACKAGING
INDUSTRY
According to Porsche Consulting, the
potential for improvement in the paper,
printing and packaging industry is
considerable and actual experiences
from the industry demonstrate the
possibility to reduce throughput time by
75%, stocks by 40%, setup times by 35%
and increase productivity by 25%.
After lunch, back into the plenary
conference room Bert Katzer, Head of
Continuous Improvement at the rlc
packaging group (a leading carton
turing plant of Porsche where the
Cayenne and Panamera are produced
(soon to be joined by the new model
Macan). The state of the art factory was
built in accordance with Porsche’s lean
practices. While cars were tested on the
Formula 1 and off road race tracks on the
Porsche premises, delegates enjoyed the
roaring sound of Porsche engines while
posing for the traditional group picture.
FEEDBACK
:
WHAT
’
S
NEXT
?
Commenting on the programme,
participants valued the business
relevance of the programme, especially as
a first introduction to lean management.
As one respondent to the survey held
afterwards put it: “This was my introduc-
tion to lean, it was very interesting to
listen to other voices within our industry,
and hear their views and problems within
their own workplaces and by seeing what
can be achieved by everybody through
accepting change, hard work, communi-
cation.” Another said: “Attending a
workshop like this is a great chance to
learn something new and meet new
people. During the workshop I met
people from other countries and found
out how they work in their companies.”
Others valued the programme but would
like to see a follow-up at more advanced
level of lean practice, with more focus on
knowledge exchange and benchmarking.
The FINAT Board is considering the input
as part of its programme for next year.
packaging manufacturer headquartered
in Germany) described the lean journey
that his company has been going
through. According to Mr. Katzer, the
major challenges to implement lean
management in a traditional enterprise
can be described as follows:
• Cultural challenges: the willingness to
change & change management: a lean
transformation means a general
cultural change for the whole
organisation. Lean Management
demands a new cultural alignment in
all company areas and requests a new
leadership philosophy.
• Transparency challenges: learning to
see, problem awareness & process
transparency. This is about enabling all
employees to distinguish value adding
labour from ‘waste’ and motivate them
to drive waste elimination on their own.
• Process orientation & process
stability: a key success element of a
lean transformation is a different
attitude towards problems and
process transparency and to imple-
ment a 0-defect-culture.
• Holistic considerations: to make a lean
management system work, the whole
value stream has to be considered.
• Determination: to be consistent in
transformation and not to be distrac-
ted by failures. To be determined in
achieving the longer-term vision.
The workshop was then closed with a
guided tour of the impressive manufac-
From push to pull during the carton box simulation
Participants receive instructions about the carton box simulation
41
FINAT YEARBOOK
2013
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