Implementing Lean

In the previous chapters, we discussed the diagnosis of the current state of operations from a Lean perspective and approaches to making an actionable and sustainable roadmap. In this chapter, we discuss the improvement phase in detail. The core premise of Lean is flow of material, information or service depending on the nature of industry. Flow is a universal principle based on the natural order and we are looking to replicate the natural system in our business processes. A four stage approach to creating basic flow is discussed with initial focus being on process design for flow. Facility layout is the single biggest factor that impacts extent of flow and it is important to design the layout to aid the process flow. Once the layout is implemented, flow can be streamlined through practical observation and using tools such as cycle time reduction, line balancing and workstation improvements. Where flow is not possible, pull systems are put in place to maintain a tight control on work-in-progress inventories. Typical shop floor kanban systems are illustrated with case examples. The next phase in implementation is to sustain flow on a consistent basis. Various types of disruptions to flow can be addressed through appropriate problem solving techniques which are widely available in the public domain. A few case examples on application of these techniques provide some insight into how to sustain flow are presented here.