Charles Dagher


Recent Productivity Improvement Lean Programs



Lean Program Objective





The primary objective of the participating factories was to reduce manufacturing unit cost through increased productivity. The amount that manufacturing costs can be reduced is not limited to the performance of direct labor. Manufacturing cost reduction is based on the optimal utilization of all the resources of the entire plant – manpower, machinery, work methods, raw materials and space – and the level of engagement in value-added activities.



Manufacturing Industry Background





Based on the assessment of current state carried out by the participants, their manufacturing processes were flooded with non-value-added activities and disconnected, and unbalanced processes hereafter known as waste. Factories characterized by unnecessary activities and lack of standardization in the workplace cause waste. Waste levels which are not adequately controlled result in low productivity. This in turn results in poor utilization of manufacturing resources, an increase in the manufacturing costs and a reduction in profits.



The Lean program



consists of two (2) phases



PHASE I
It was essential to equip participants with the essential tools and techniques to make the first big step in overcoming the gaps in their current operations. The below 3-step were initiated prior to implementation.
All activities were guided and coached by the consultant.



Simplifying Work Methods





In the first step, the focus was on various techniques to simplify and improve work practices. The application of those techniques enabled the participants to separate valuable motions from unnecessary motions in order to improve and standardize all work methods factory-wide resulting in reduced product cycle time.



Assessing Current State





The second step of the Lean program consists of mapping the utilization of manufacturing resources by observing the practices and management concepts and the flow of raw materials and parts from stores, through manufacturing and up to the final shipping area. The participants learned how to create and apply the current state Value Stream Mapping (VSM) and other tools to identify the wastes and to evaluate the impact of manufacturing resources (4Ms, Manpower, Machines, Materials and Methods) on productivity and manufacturing costs.



Designing Future State





The third step consisted of troubleshooting the current state VSM and generating new ideas leading to the design of the future state. This design emphasizes simplification and standardization of work practices, management systems and the team-based concept, the application of various balancing techniques to pull productivity at the pace of the production teams and how to ensure quality is monitored at the source. It also includes the adaption of 5S principles for workplace organization, one of the foundations of Lean manufacturing.



Phase II
Upon completion of the above - mentioned 3 steps



Testing out the new ideas





Once work methods are simplified and some are eliminated or combined, critical path of product path is minimized, team-based concept is structured and finalized and lean tools are customized, the consultant and the participants engaged in testing out the new ideas then re-evaluate the effectiveness and success then adjust if needed prior to role model implementation.

Also, a cost simulator was developed to enable the simulation of the kaizen events results in line with cost reduction strategy.



Aligning initiatives





The new ideas were summarized, prioritized and scheduled into an action plan known as a Kaizen events worksheet. The action plan covers the key improvement activities to be carried out by the participants during a pilot trial which will demonstrate the above-identified results in the Lean Metrics and overall achievements chart.



Conducting Kaizen Events Effectively





Upon completion the design of the new concept including the customized lean tools and the operational planning, the participants must possess some techniques to conduct the change effective way and based on the principles of PDCA, the consultant conducted a session to transfer knowledge to the participants relevant to the principles and techniques of Kaizen events which covers the preparation, planning and implementation then follow up. At this stage, kaizen format A3 was introduced.



Role Model Implementation





Upon completion the design of the new concept including the customized lean tools, the participants must possess some techniques to conduct the change effective way and based on the principles of PDCA, the consultant will stage a session to transfer knowledge to the core team relevant to the principles and techniques of Kaizen events which covers the preparation, planning and implementation then follow up. The consultant will introduce the A3 format for each event.



After the Role Model achievement, evaluation and correction and based on improvement gains, the consultant assisted the factories in formulating a global strategic plan for shift-over of the entire company using the same approach but involving the company’s complete workforce.

At this point the factory management team made their final decision regarding the rollout of the improvement plan factory wide.



Charles Dagher