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flow
,
takt
,
pull
and
zero
defects
Value-added activities according to the
lean definition often represent one third
or less of employee working hours. The
rest of the time is wasted by complex
controlling, high interim stocks waiting
for the next step in the process, high
throughput time, bad adjustment
between sales and production, frequent
changes in ordering and production plan-
ning, high setup times, high batch sizes,
inefficient shop-floor layout, no
transparency about machine break-
downs and maintenance, inefficient
capacity planning, etc.
To reduce these ‘wastes’ and optimise
the production process, again four
keywords are crucial:
• FLOW: streamlining the production
process by coupling and realignment
of process steps. Reducing the
‘turbulences’.
• TAKT: the German word for ‘rhythm’,
illustrating he levelling of work
contents so that the output of one
process step matches the input of the
next one like a piece of music.
• PULL: it is not the upstream process
step that decides (‘push’), the
downstream process only takes (pulls)
the parts it requires.
competitive markets, continuous
innovations, just-in-time requirements,
increased environmental awareness,
rising commodity prices and limited
resources.
moving
to
lean
:
a
deliberate
change
strategy
According to both speakers, implemen-
ting lean practices is a matter of delibe-
rate change. A sustainable change
towards a lean enterprise culture is a
combination of eight success factors:
1. A mindset for change
2. A process vision
3. Appropriate tools and methods
4. Qualified staff
5. An organisation structure aimed at
continuous improvement
6. Planning
7. Communication
8. Key performance indicators
principles more
important
than methods
However, ‘Principles are more important
than methods’, Thomas Scheib argued.
Lean companies typically distinguish
themselves by four key elements:
• VALUE ORIENTATION: they are
oriented towards value for the
customer and anything that does not
create value is ‘waste’.
• SYNCHRONISATION: they think in
processes, not in departments and
make sure that processes are linked
and supply and demand are perfectly
aligned
• PERFECTION: they strive for perfec-
tion, always questioning what has
been achieved, using standards to
facilitate improvement
• TRANSPARENCY: they set measura-
ble objectives and results, set top
down but solved bottom up.
Riding the barrel at Auerbachskeller
Scorecard Muda check.
39
FINAT YEARBOOK
2013
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