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aiagdriveimplementationlean

aiagdriveimplementationlean

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Published by Omnex Inc.

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Published by: Omnex Inc. on Jul 15, 2011
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07/15/2011

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AIAG to drive implementation of LeanIt’s not just training anymoreby David Lalainfrom
 Actionline Magazine
, March/April 2007Have you ever gone to a great class, spent a couple of days learning new ideas, doingexciting hands-on exercises, but when you got back to the same old grind, you were soburied in catching up on the work that all that learning simply disappeared from yourmemory?AIAG is well known for providing great courses, and they have a solution–workshops!Attendees of the Lean for Executives & Champions and Lean Project Team Leadershiphave rated the training very highly, but they face a significant challenge to help theirorganization implement the principles. Workshops answer the question, “What next?”AIAG will soon begin offering Lean Workshops. The format is simple. Up to fivecompanies sign up for workshops that include two days of training in Lean concepts atAIAG for up to 5 participants from each of the five companies. This is then followed bya 3-day workshop, at each company’s facility, where those 5 people, an expert facilitatorfrom AIAG and others (as needed) work at applying one or more of the tools. Togetherthey define the current state, envision a future state and complete a project plan for thetransformation. The tools are dependant on the project and may include continuous flow,pull systems, cellular manufacturing, TPM, SMED, 5S or a host of others.One good example of Lean that is well executedin your facility can make all the difference indriving the use of Lean concepts. Thecombination of the training and the experienceof doing will provide the impetus to drivefurther projects. The success and clear processfor implementation will encourage otheremployees to come forward with potentialprojects and will give the company time toimprove.Lean has proven itself. What’s been missingwas a cost effective way of getting started andgetting the expert assistance required to do itright. I remember starting Lean at one facilityand signing a contract for over $200,000 toprovide the training and assistance in implementing the first few projects. For a whole lotless you can train dozens of people and run many projects, developing the neededexpertise to continue to implement the process inside your own organization.
What competitive advantages would youhave if you could:
 
reduce manufacturing and overhead costs by 20%?
 
deliver products in 50 to 80%less time?
 
 free up capital through a 75 to90% reduction in inventories?
 
improve labor productivity by40 to 50%?
 
improve quality by a factor of 10x or 100x?
 
reduce the cost of poor qualityby 50%?
 
reduce time-to-market by 50%?
What advantage will your competitorhave if they do and you don’t?
 
One of the most significant ways this approach differs from typical training is that it isproject-based from the start. When your company signs up for the workshop you willreceive instructions on how to identify an appropriate project:1.
 
Justification – Is this project going to add value for your customer base and willthe results translate to bottom line savings for your organization?2.
 
Key players – Who is critical to the successful transformation of this process?3.
 
Boundaries – Where are the beginning and end of this process, and is the scopemanageable?4.
 
Obstacles – What obstacles will need to be addressed before this process canchange?5.
 
Metrics – What are the measurables of this process?6.
 
Goals – What level of improvement are you targeting for this, and what is thetimeframe?7.
 
Participants – Who should attend the training? This should include the processowner, candidates to become leaders for future implementations and key peopleneeded to affect the targeted process change. Others may participate in the on-siteworkshop or can be identified during the planning stage conducted in the trainingsession.The first two days of open enrollment training at AIAG include:
 
Introduction to Lean
 
Lean Implementation Strategy
 
Project Selection and Management
 
Team Selection
 
Team Management
 
Introduction to Lean Tools
o
 
Value Stream Mapping
o
 
Continuous flow
o
 
Pull systems
o
 
Visual Controls, Kanban
o
 
5S
o
 
Error Proofing
o
 
Overall Equipment Effectiveness (OEE)
o
 
Total Productive Maintenance (TPM)
o
 
Quick changeovers (SMED)
 
Gap Analysis – Future State versus Current State Performance
 
Measuring the Savings from Lean Projects
 
Executive Reports & Management Review ProcessDuring the on-site workshop the participants will:
 
Day 1
o
 
Review methods to map, measure and analyze the current process
o
 
Identify waste, value added versus non-value added activities
o
 
Process walk to identify waste, and document the current process

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