Change Lean Manufacturing Case Study
Obligation - The lean manufacturing process is implemented in the bank for day to day processing level, but it has to start at, and be plainly strengthened by top management. For example, the Branch manager/Asst. Manager should be involved in leading some Kaizen events. An ongoing 20% advance in productivity does not come about by itself.
Management must be involved and personally invested in the outcomes. Top organisation should expect their personal promise to exceed one year before the process becomes imbedded and self sustaining.
Overall, 25.23% of the total sample population are aware about the lean, to the extend one of the six sigma or quality tool works in a manufacturing company. Compare to customer only 14.28% of banking staff is …show more content…
As a rule of thumb, the number of events that should be scheduled yearly is set at branch employment divided by 10. If a bank breanch in Pune has 150 workers, experience has shown that 15 Kaizen events per year is a reasonable pace. Learning the "why" of lean manufacturing should be an important part of every Kaizen event. These events truly teach and inspire most people (who were part of a study, etc.). The pace is important; information should be presented at a rate that does not (overload and surround with too much of something). (in almost the same way), events must be frequent enough to maintain interest and …show more content…
They will provide significant input to the insights in a Kaizen event.
Third, the lean manufacturing champion should act only as a facilitator. Service floor supervision and the work crews must own the process and be accountable for achieving the results.
Administration- The lean manufacturing process requires an involved and participative management style. This is something managers can learn how to do, but it can be a challenge. If this type of management style is a poor fit to the corporate culture, then lean manufacturing may not be effective. It is frequently the case that lean manufacturing is a poor fit to the management style of a certain supervisor. That person will have to be retrained in a new management style or moved to another position where he or she cannot try to defeat the lean program.
No Job Cut - Lean manufacturing should not be perceived as “coldblooded.” Successful programs are built on a no-cuts of jobs. It is usually not a problem to finesse turnover and work assignments, but job security concerns must be recognized at the
Management must be involved and personally invested in the outcomes. Top organisation should expect their personal promise to exceed one year before the process becomes imbedded and self sustaining.
Overall, 25.23% of the total sample population are aware about the lean, to the extend one of the six sigma or quality tool works in a manufacturing company. Compare to customer only 14.28% of banking staff is …show more content…
As a rule of thumb, the number of events that should be scheduled yearly is set at branch employment divided by 10. If a bank breanch in Pune has 150 workers, experience has shown that 15 Kaizen events per year is a reasonable pace. Learning the "why" of lean manufacturing should be an important part of every Kaizen event. These events truly teach and inspire most people (who were part of a study, etc.). The pace is important; information should be presented at a rate that does not (overload and surround with too much of something). (in almost the same way), events must be frequent enough to maintain interest and …show more content…
They will provide significant input to the insights in a Kaizen event.
Third, the lean manufacturing champion should act only as a facilitator. Service floor supervision and the work crews must own the process and be accountable for achieving the results.
Administration- The lean manufacturing process requires an involved and participative management style. This is something managers can learn how to do, but it can be a challenge. If this type of management style is a poor fit to the corporate culture, then lean manufacturing may not be effective. It is frequently the case that lean manufacturing is a poor fit to the management style of a certain supervisor. That person will have to be retrained in a new management style or moved to another position where he or she cannot try to defeat the lean program.
No Job Cut - Lean manufacturing should not be perceived as “coldblooded.” Successful programs are built on a no-cuts of jobs. It is usually not a problem to finesse turnover and work assignments, but job security concerns must be recognized at the