P2 implements the changes. |
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What is P2's approach to the Implementation of Lean in an organization? The P2 Team is constantly improving and customizing our approach to teaching organizations to eliminate process and people constraints for sustained profitability. Consequently the answer to the question posed above is improving as well. The answer for your company will be based on the organizations experience with Lean and its readiness for change. That being said we will describe an exemplary implementation that begins with the creation of a Visual Workplace in production.
Step One: Leadership Buy In
The first step is to bring the decision makers together for an overview of Lean and its potential impact on your organization's future. This will allow you to assess the commitment level, the timing, and the fit with P2's skill & style.
Step Two: Assessment
Step two is a formal assessment of one or multiple plants. It is described elsewhere as many plants chose Assessment for the purpose of benchmarking and path finding for Lean transformation.
Step Three: Target Area Implementation and Training of internal resources
The target area for step three is determined by the diagnostics of the assessment. It should be a process within a plant that can be visible and influential to all because of its impact on the bottom line. We have been most successful when we have chosen a process or machine center to create a template. Someone has called it an "Island of excellence" an example you create to say this is what Lean looks like. It also gives you an opportunity to learn, to train an internal Lean facilitator, and to contain the inevitable first-timer mistakes to one area. When P2 is retained to implement we normally work with an internal champion to organize the target area through use of the 7S's method. The companies that have realized the greatest return on their investment have set aside a full time facilitator.
The time required to make the transformation in the target are ranges with machine size and complexity as well as organizations culture but is typically between 6 and 12 weeks. The P2 team would be on site for 3 to 5 of those weeks. The size and expertise the team also varies to meet the need of your organization.
While the template area is being completed the activity is never isolated to the machine center; each department must see that machine as a customer and determine how they might improve the quality of information, procedure and policy, machine health, tooling & ink, material, and the behavioral expectations of supervision and crews. We lead by example and split the training and implementation duties with the internal champion 80/20. On the second target process the internal champion takes charge of 80%. P2 seeks to train internal resources to replace themselves and diminish your long-term need of outside resources.
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