» » next post - Michael Ballé: Lean is never sustainable, but one person can become better and better at it
« « previous post - Steve Spear: Why Lean Fails: Operational Excellence Treated as Tool Based Vocation, Not Principle Based Profession
Jean Cunningham

Jean Cunningham: Sustaining Lean

By Jean Cunningham, - Last updated: Monday, April 4, 2011 - Save & Share - Leave a comment

As CFO, one method I used to sustain lean thinking was to ask “what has
improved since our last meeting” during each of our monthly metric
meetings.   Each person on the team was empowered to make change within
their jobs or with others.  And we had a cadence….for instance we had an
arbitrary Takt of 1 per week.  So as well as discussing what had changed,
one team member who was our “counter” would share “it is week 15, we have
18 improvements” or “it is week 32 and we have 28 improvements”.   When we
were starting to fall behind, we would spend more time that session
talking about what problems we had been having and how to improve. This
was not our only method of sustainment, we had cross functional kaizen
activities as well, but by the leader talking about improvements as the
FIRST agenda item it spoke volumes to the culture.

The first year we were twice as fast as our Takt with 104
improvments….in this case, really the only time where it was good to
produce FASTER than the Takt rate!!

Post to Twitter

Share this post...Tweet about this on TwitterShare on Google+Share on LinkedInBuffer this pageShare on FacebookEmail this to someonePin on PinterestShare on Tumblr
Posted in Uncategorized • Tags: , , , Top Of Page

Write a comment

*