Author: Adam Payne

How To Cut Waste And Increase Productivity By Implementing Lean Manufacturing

Posted on by Adam Payne

Lean Manufacturing is a culture and a strategy. It’s a way of doing things that helps companies improve efficiency, quality, and flexibility. It’s not just about tools and processes—it’s about people, too.

Lean Manufacturing is all about making things more efficient. It focuses on eliminating waste and finding ways to streamline workflows so that the company can produce more with less time and money.

Create a Lean Manufacturing culture

A Lean Manufacturing culture is an environment where people are taking responsibility for their own improvement, the improvement of processes and products, and the overall improvement of the company. It’s a culture built on trust, accountability, and continuous improvement.

In order to create this culture, it’s important to give employees the freedom to make decisions about how they do their job and then hold them accountable for those decisions. This can be tricky if you’re not sure what your employees’ strengths are or how they work best. But one way to develop this understanding is by asking questions like: “What’s been most helpful in improving your efficiency?” or “What practices have helped you achieve your goals?”

Once you’ve identified some of these practices, try them out on other employees! Make sure they’re working before adopting them as official company policy though—you don’t want anyone feeling like they’re being punished just because they weren’t included in testing new ideas before implementation!

Have the Upper Management Lead by Example

Lean is a powerful strategy, but it’s not something that can be implemented overnight. In order to make the most of your Lean efforts and get the most out of your employees, it’s important to have upper management lead by example.

Upper management should be actively engaged in the process of implementing Lean, from the beginning to end. They should also be involved in training new employees on Lean’s principles and ensuring that everyone is working together toward common goals. This will help employees understand how important their role is in helping you achieve those goals, which will increase their sense of ownership over their work.

Upper management should also be willing to let go of their preconceived notions about how things should be done in favour of allowing employees more freedom when it comes time to make decisions about how tasks should be completed.

Train your Team on Lean Basics

One of the best ways to get your team on board with Lean is to train them on the basics.

The Lean principles are not complicated, but they can be difficult to understand if you’re new to the concept. You should prepare your team by giving them a solid understanding of what Lean is and why it’s important before you start putting it into practice.

If your team doesn’t have a clear understanding of the principles, they will have trouble implementing them into their day-to-day work. If, for example, if you try to reduce waste without first explaining what waste is and why it needs to be reduced, then you’ll find that the effort isn’t effective or sustainable.

This is especially true when it comes to engaging your employees in Lean initiatives: if they don’t understand why they should participate in these efforts and how they’ll benefit from doing so, then they won’t be motivated enough to participate fully or consistently.

Value Stream Map – Study the Current Process

The first step in implementing Lean is to study the current process. This will help you identify areas of improvement and determine whether or not you are ready for the changes that will be necessary to make this happen. You can do this by performing a value stream map, which is a visual representation of your workflow.

The process should be broken down into steps. You want to look at each step and ask yourself what can be done to improve it, and how this change might affect other parts of the process as well. It is important to consider how each step impacts other steps, so you can look at all aspects of your operations and make sure that they are working together effectively.

Look for Waste and Remove It (Muda – Waste, Mura – Unevenness, Muri – Overburden)

You can define waste as anything that detracts from the value of a product or service you’re producing from your customers’ point of view. Waste can take many forms, such as overproduction, unnecessary resources, and more. These things need to be eliminated so that organisations aren’t creating products or services that don’t add value.

Muda is any kind of wasted motion, such as unnecessary steps in a process or unnecessary travel between locations. Mura refers to unevenness in the production line—it means one part of the process might be operating at peak efficiency while another part is idle or struggling just to keep up. Muri refers to overburdening people with too much work—this is often seen when you have an employee working alone on a task that should be split between two or more people to match customer demand (TAKT).

Map out the Main Bottlenecks

The main bottlenecks in a process are the aspects of the system that are limiting its throughput.

In order to identify these, you’ll need to first look at or build your Value Stream Map or Process Map and identify where there are bottlenecks. Then, you can work on fixing them by identifying what’s causing the bottleneck and finding ways to remove it. This may involve making changes like adjusting how people work together, reducing change-over times, increasing the Overall Equipment Effectiveness or changing how tasks are assigned (e.g., having workers perform different parts of a task).

Once you’ve identified where your bottlenecks are, you can start working on removing them.

Standardise Everything

This means that you need to define what “standard” means, and then make sure all employees are aware of it and trained to it. Standardising your processes gives consistency in how your team members perform their tasks. 

For example, if you’re a software company and you’re trying to improve efficiency by standardising on coding practices, then every employee should know which practices are allowed and which are not allowed.

You should also standardise your equipment and tools. If multiple employees use the same equipment or tool, everyone should use it in the same way every time.

If your company has multiple locations, then standardising everything is even more important because it helps create consistency between locations. If everyone knows what standards they need to meet at each location, then they’ll be able to work together better across locations knowing the desired quality will always be met.

Develop a Continuous Improvement Mentality

Implementing lean means shifting your focus from your business’s outputs to its inputs. But if you’re going to do that, you need to first develop a continuous improvement mentality.

To do this, you have to be willing to adopt an attitude of continuous improvement and continuous learning. You need to be constantly looking for ways that you can improve how things are done in your office or factory and how they contribute to the overall success of your business.

You also need to be willing to consider new ideas, because one of the main tenets of lean is that there are no bad ideas—only challenges in implementation. If someone suggests something new or comes up with a way of doing something differently, try it out! Even if it doesn’t work right away, you may learn something valuable about how something works or doesn’t work within your organisation.

Don’t Hesitate To Contact Us If You Need Support – Click Here

Continuous Improvement: The Simple Philosophy That Can Help Your Business Thrive

Posted on by Adam Payne

Continuous Improvement, The 1% rule, or Marginal Gains, whatever terminology you want to call it, they are all similar in philosophy and application. It is the idea of focusing on small incremental improvements to grow your business easily. The most successful businesses are always striving to improve to stay ahead of their competition.

In this blog I’ll explain how the philosophy of small incremental improvements can improve your business. This is a technique that many successful companies use in addition to Lean Thinking – a company’s philosophy of eliminating waste. It has been used for decades and can be found in micro businesses right through to corporate business models across industry and service sectors.

I’ve been a lean Sensei for 25+ years and implemented these small incremental changes in Hairdressers to Big Corporate Manufacturers. By implementing these marginal gains, it’s possible to make a huge impact on the performance of your company in a relatively short period of time. It’s Simple! and the data has proven time and time again that this method works!

You CAN NOT ignore the role of Continuous Improvement in business – and here’s why.

What is Continuous Improvement?

“Be Better Today Than You Were Yesterday, Plan To Be Better Tomorrow Than You Are Today” is a quote I have lived by for 25+ years of my working career.

The 1% Rule is a relatively new contender but has now become a business management philosophy that states that you should focus on improving your product or service by at least 1% every day. It was developed by Sir Dave Brailsford, former performance director of British Cycling, and used as a means to achieve micro improvement in the British Cycling Team. The concept behind the 1% rule is simple: if you focus on small improvements, you can achieve significant results over time.

The concept of the 1% rule in my opinion is based on Kaizen, which is Japanese for “continuous improvement.” Kaizen was first introduced to the Western World in the 1970s by Toyota, who taught that companies should embrace a culture of continuous improvement rather than trying to maximise efficiency one big hit at a time. Kaizen aims to reduce inefficiency in its 3 major forms. These are muda (waste), muri (overburdening work), and mura (inconsistency of work).

When we look at these strategies, we can see how the power of tiny gains really makes a difference.

1% Improvement Every Day 1.01365 = 37.78%

1% Decline Every Day 0.99365 = 0.03%

How does the Continuous Improvement work in business?

The PDCA Cycle, also known as the Plan-Do-Check-Act Cycle, is a model for continuous improvement that uses four phases to drive process changes through the organisation. This linked to the 3 forms of in-efficiency, muda (waste), muri (overburdening work), and mura (inconsistency of work) gives a superb structure and focus for all employees.

The PDCA Cycle Explained:

Plan: In this phase, you identify a problem or opportunity for improvement. You also create a plan for how to solve the problem or capitalise on the opportunity.

Do: In this phase, you carry out your plan and implement your solution.

Check: In this phase, you review your work to see if it was successful in achieving its objectives and if there are any unintended consequences of your actions.

Act: In this phase, you make adjustments based on what you learned in the check phase and continue with another iteration of the cycle to drive continuous improvement.

By continuously improving your processes, your organisation can achieve higher levels of performance at lower cost. This not only improves customer satisfaction but also helps an organisation achieve its goals faster.

The key to this and building on the marginal gains is to empower everyone to make these short, sharp improvement cycles small enough to be managed at a local level. This will enable them to use their creativity and judgment to find the most effective solution for their teams and customers.

The second aspect of this is that the improvements have to be visible and celebrated. This is not just about being proud of what you have achieved, but also about helping others see what you have done. This creates an environment where people are constantly looking for new ways to improve, which in turn leads to innovation.

The third aspect is that it has to be built into every process in a business. You cannot expect people just to do it because you asked them to – they need processes that encourage continuous improvement across everything they do from how they order stock through the distribution system all the way through customer support.

Why use the Continuous Improvement?

Continuous improvement is a process that can be used in every business setting of all sizes and all sectors, from small businesses to large corporations.

It’s Good for Business

The benefits of continuous improvement can be seen throughout the business world. By using this approach, companies are able to stay competitive while providing better quality products and services at lower prices. This helps them grow their customer base while increasing their profit margin through increased sales volume.

It’s Good for Employees

Continuous improvement is also good for employees because it provides them with job security. If you have implemented a continuous improvement program in your company, then you have created an environment where everyone is constantly making improvements which makes your company more competitive in the marketplace and less likely to be outsourced in favour of cheaper labour costs elsewhere.

  • People feel empowered because they have more opportunities for growth and development.
  • Employees feel more engaged because they feel like their work matters and makes a difference.
  • The company attracts better talent because employees want to work for companies that are doing great things for their customers.

Does Continuous Improvement really work?

Yes! Continuous Improvement absolutely works!

I’ve implemented and completed Lean Thinking and Continuous Improvement Projects in 100+ businesses over my career and have no doubt on the impact it can make.

On my very first project back in the 1990’s we took a machine change over from 480 mins to sub 20 mins, saving a £250K capital expenditure. As Senior Exec I’ve saved £10m+ year on year through the implementation of Continuous Improvement. I’ve seen every employee within a business take pride in completing numerous small incremental changes that compound in delivering a huge result.

In order to achieve these results, you need to be prepared to put in the work. It’s not an overnight process—it takes patience as well as an unwavering commitment to creating positive change at every level of your organisation. But once you’ve seen the first results, you’ll find it’s worth every minute invested!

You’ve only got to read some of our Case Studies to realise the potential.

Takeaway: Challenging yourself and your employees to make small improvements every day can have a dramatic effect on your overall business growth.

The Lost Art of Activity Sampling: A Forgotten Tool in Modern Manufacturing

Posted on by Adam Payne

Activity sampling, coupled with time study techniques, has, unfortunately, become a forgotten art within the realm of present-day manufacturing. As was once meticulously drilled into eager minds, everything eventually comes down to time. It is thus essential to scrutinize the best and most efficient utilisation of time for all our undertakings.

While there are myriad tools available, activity sampling stands out as one of those formidable tools to always have in your armory. It’s a phenomenal method that enables economically studying extended activities or a group of such activities, yielding statistically accurate data.

 

Understanding Activity Sampling?

To delve deeper into the concept of activity sampling, imagine a group of machines, processes, or people observed over an extended period. At regular intervals, the observer records the ongoing activities at random periods of the day/week. Every observation precisely notes what is happening at a given time—eventually building a measure of the percentage of time the activity spans over the hour, day, or any chosen timeline.

This method proves especially useful in estimating the proportion of value-added time to non-value added time within your business processes. Typical observations may cover instances such as machine breakdowns, transportation of material, change-overs, periods of waiting, operating, and paperwork filling, etc. Although these examples tilt more towards manufacturing operations, the method is equally vital in examining back-office processes and identifying potential time-consuming activities to boost personal productivity.

 

An Example Activity Sampling in Action

Let’s take a practical example to understand these observations. Consider sampling the activity of ‘packing’ involving three people/processes. The activity is conducted over two hours at random times of the day/week, with observations taken every two minutes. The results can be illustrated visually to represent allocated percentages for each task.

 

Packing Process 1
Packing Process 2
Packing Process 3

 

This analysis provides an opportunity to identify possible improvements to work smarter (and not necessarily harder). The process can be augmented by a spaghetti diagram to emphasise material and person movements, detailed time study work, and process mapping.

When analysing, one may notice that Packing Process 2 showcases no computer time within the two hours. Upon further inquiry and understanding, one realizes that Packing Process 2 batches their paperwork before processing it in one hit. Activity sampling would help identify this difference wherein the observation percentage compared to the other two processes would have been higher.

The Benefits of Activity Sampling

Activity sampling presents numerous advantages. It offers unbiased results and can be paused at any point without compromising the results. It’s a technique that can be mastered even with limited training. It allows teamwork to be studied and compared. Given its economical nature, it’s also less time-consuming than many other traditional time-study techniques.

A Final Word

Today’s competitive and fast-paced world demands sharp insights and efficiency across the board. The lost art of activity sampling, if recovered and embraced, can play a critical part in maintaining competitiveness and driving consistent improvements in productivity for businesses in any industry.

So, the question beckons. Are we ready to rediscover this lost art to maximise our potential and fulfil our quest for increased productivity and efficiency?

Productivity – SMEs Making Slow Progress

Posted on by Adam Payne

UK Productivity and the SME focus

I do find it interesting in reading reports on UK Productivity and the SME focus on how there are a lot of SMEs making slow progress in this arena.

If we step back, which some reports have eluded to… the SME government funded programmes have always been based on growth and employment opportunities (NOT Productivity) so is it any wonder we have some issues. Growth and employment is an excellent focus and most SMEs want more, albeit it does bring its own set of issues and problems.

Additionally in reviewing the Growth and Employment Objective, I also question some of the programmes themselves. When I see that surveys have been completed across their customer base and the customer has highlighted they want Strategy and Tactical Planning, Continuous Improvement, but have been sold Website upgrades, Public Relations, etc. (again though this is aligned to the programme output of growth and employment??? Wrong objective, wrong KPI perhaps???)

Have we shot ourselves in the foot with the focus on Growth and Employment? In some respects, possibly, but we can do something about it? If we accept that’s it’s a problem of course.

Do we need to focus internally? Absolutely, if you want to drive productivity this is where the focus needs to be. (regardless of whether its operations, sales, back office)

Growth

Growth is far easier with operations that generate predictable and repeatable results. If they are not stable (least waste way of working) we will now exacerbate the effect on our already poor operational processes and performance (ie: Productivity)

Productivity is only one of the key KPI’s within a business, along with On Time Delivery, Quality, Cash, Profit, etc.. each may have a gap that needs to be worked on.

Each KPI (key performance indicator) needs to be monitored, managed and actioned.

The equation y=f(x) is one I always remember

Y: the outcome or outcomes, result or results, that you want

X: the inputs, factors or whatever is necessary to get the outcome (there can be more than one possible x)

F: the function or process that will take the inputs and make them into the desired outcome

Change the X and you change the Y (limit the variation in X we limit the variation in Y)

#manufacturing #ukmanufacturing #manufacturinguk #gbmfg #ukmfg #smeuk #sme #producitivty

BullS*^t Sales Tactics – Don’t Do it!

Posted on by Adam Payne

I was stood at Exhibition Floor Layout today trying to find a particular company I had arranged to meet, I began to notice and listen to the conversation of 3 Sales People next to me, they seemed to be from the same company or team (I’m assuming here, which I should never do, but they were acting together), they were pointing at individual companies and talking negatively about each one, and organising amongst themselves how they were going to approach and try and rattle each one of them, not a care on who was in the vicinity listening to their negative connotations.

Now, I’m not for this, in fact I think its BS tactics, lowest of the low and it surprised the hell out of me. My view is if you’d put half as much energy into working with your potential Customers, finding new customers, listening to customers, you wouldn’t need to do this, as you’re a level above, operating on a higher plain. You could also have the potential of working collaboratively on accounts you may not dream of getting.

For me, if you’re operating with these sorts of tactics you’ve lost as an individual and a business. If you want to compete and win, do it through Adding Value to your Customer or potential Customer.

Thoughts?????

Comments:

Lesley Russon:

Competitors are only annoying if they are winning your percentage of your targeted business. I always believe if you watch your competitors you can learn about their weaknesses and strengths and you can only learn how to focus and target your own SWOT’s to learn and improve how you manage your business. I am assuming (as I don’t have all the facts) but it they had a good leader they would teach them marketing intelligence and how to act on it ??

Steven Taylor:

Never talk down your competition, ensure your company performance is the best it can be. These so-called salesmen will only sell by undercutting prices and over promising. Short term gain only with very low profit margins and no future

Rebecca Morgan:

When we collaborate, we all improve and push standards higher for ours and our customers’ benefits.

Simon Lane:

Probably learned their tactics from the protagonists in the debacle otherwise known as the Conservative Leadership Elections

Wayne Wilding:

Trash talking competitors has no value to your prospects/customers. Negative language will put people off you, and bore them. They do not want to hear why the other lot are bad, they want to know why you are good. Trash talking makes it seem like you have nothing else to offer.

And, if nothing else, mentioning your competitors might just remind your prospect/customer about them. You might find your customers giving them a call as soon as you leave.

#ukmanufacturing #ukmfg #customerfocus #sales #customervalue #addvalue

GET ALL OUR BUSINESS VAULT BLOGS
BECOME A MEMBER HERE

Make It Ugly!

Posted on by Adam Payne

Expose the Problem for What it is – Waste, Cost, In-Efficiency

Always find it interesting how we accept things in our manufacturing processes, we’ve highlighted it as an issue so many times, but it hasn’t been resolved or it has always been like that.

Example, we are part finishing product due to a number of issues, so our part finished inventory is through the roof, which brings in a whole host of risks, trace-ability, control of stock, increased logistics handling. These then become the norm within our operations, and we forget to ask why as they a now becoming hidden.

We need to highlight these situations in such a way that is looks F^kin Ugly to everyone… (not introducing another step in the process of putting part finished stock back into store)…leave it where it is, piling up (nice, neatly and Safe as not to be damaged) but certainly enough to get people questioning WHY? And TAKING ACTION?

Highlight through SQCDP Process Confirmation, KPIs, get the right people in front of it and as close to where the work is being done.

#ukmanufacturing #ukmfg #leanmanufacturing #manufacturing #lean #improvement #getthingsdone #growth #operations

0330 311 2820

Book a Return Call at a time that Best Suites You “HERE”

OEE Update

Posted on by Adam Payne

Lately I’ve been asked to comment and give talks on OEE (Overall Equipment Effectiveness) and the missed opportunities within Manufacturing, I include Logistics with this as well, under the OLE measure (Overall Logistics Effectiveness), so decided to do an update. (Original article ‘Click Here‘)

OEE as I’ve previously stated is one of the key KPI’s (Key performance Indicators) I always use in helping me understand the problems and issues within my production operations.

Industry Standard is between 45% and 65% OEE, that means there is an whole other factory waiting to be tapped into and used more effectively.

Below is a short video of an excel spreadsheet I decided to put together that gives some automation and storage of information for use, test on a bottleneck process or production line/cell, if you would like a copy of the spreadsheet, please fill in the form below and I’ll send it to you.

My belief with OEE, is test first, develop your front line team in understanding the technique and highlighting the problems, you can then go fully automated at a future date, but do not miss the step of developing your team.

I’m sure someone can make a better job of the excel automation than me, but it’s there if you want it.

* indicates required





0330 311 2820

Book a Return Call at a time that Best Suites You “HERE”

Leveraging Growth Mindset and Fact-Based Management in Manufacturing

Posted on by Adam Payne

The difference between stagnation and growth often lies in mindset and management approach. The case of an SME Manufacturer with an £8m turnover, which lost a monumental £1.5 million order to a competitor that did not even manufacture but merely outsourced, illustrates a vital lesson in resilience, mindset, and strategic focus.

The Importance of Managing by Facts

Today’s manufacturing landscape demands a shift from traditional, often emotionally-driven decision-making to a more robust, evidence-based approach known as ‘managing by fact.’ This paradigm underscores the necessity of grounding decisions in data, metrics, and factual evidence rather than intuition, gut feelings, or emotions. It’s a shift that aims to heighten efficiency, enhance productivity, and foster innovation by making informed decisions that are aligned with strategic objectives and market demands.

Understanding ‘Manage by Fact’

‘Manage by Fact’ is not just a catchphrase; it’s a comprehensive approach that encompasses:

  • Data-Driven Decision Making: Leveraging real-time data and analytics to guide strategic decisions, leading to more targeted and effective outcomes.
  • Performance Metrics: Establishing clear, measurable objectives that help in assessing performance against goals, thereby facilitating continuous improvement.
  • Objective Analysis: Encouraging a culture where decisions are made based on objective analysis rather than subjective opinion or hierarchical pressures.
growth mindset

The Power of a Growth Mindset

At the heart of the SME Manufacturer’s story is the concept of a ‘growth mindset,’ a term coined by psychologist Carol Dweck. It denotes an underlying belief that talents can be developed through hard work, effective strategies, and input from others as opposed to a ‘fixed mindset’ which posits that talents and abilities are static and unchangeable.

A growth mindset in manufacturing signifies:

  • Embracing Challenges: Seeing failures, like losing a significant order, as opportunities to learn and evolve instead of insurmountable setbacks.
  • Persistent Effort: Understanding that mastery and improvement require time, effort, and perseverance.
  • Feedback and Critique: Welcoming constructive criticism as a resource for learning and development.
  • Learning from the Success of Others: Viewing peers and competitors as sources of knowledge and inspiration rather than threats.

Combining Fact-Based Management with a Growth Mindset

The synergy between managing by fact and fostering a growth mindset can become a formidable strategy in manufacturing. Here’s how:

  1. Data-Driven Insights for Continuous Learning: Utilising data not just for operational decisions but for learning and development, aligning employee growth with strategic business goals.
  2. Metrics for Performance and Growth: Performance metrics and KPIs can serve dual purposes—measuring current productivity and efficiency while identifying areas for skill development and innovation.
  3. Adaptability through Objective Analysis: An objective, fact-based approach empowers teams to adapt swiftly to market changes, technological advancements, and competitive dynamics, fostering a culture of continuous improvement and agility.

The Story of Resilience and Adaptation

Returning to the narrative of the SME Manufacturer, the loss of a £1.5 million order could have been a crippling blow. However, the management and team’s growth mindset, coupled with a strategic focus on facts and data, turned a potential disaster into a learning opportunity. It pushed the company to analyse what went wrong, to understand the market and competitors better, and to refine its value proposition and operations accordingly.

Their journey underscores several key takeaways for manufacturers:

  • Resilience is Key: The ability to bounce back from setbacks, powered by a belief in continuous improvement and the possibility of growth.
  • Embrace Change: Being open to change and willing to adapt strategies based on what the data shows can differentiate between stagnation and growth.
  • Collaborative Teamwork: A shared growth mindset within the team fosters collaboration, innovation, and shared ownership of both challenges and successes.

Conclusion: Forging Ahead with Facts and Growth

As the manufacturing sector continues to evolve amidst ever-changing market dynamics, the story of the SME Manufacturer serves as a compelling case study in the power of managing by facts not by emotion, and the transformative impact of a growth mindset.

Their experience illuminates a path forward for manufacturers seeking to navigate the complexities of modern-day business. It’s a dual approach where decisions are driven by data and insights, and where challenges and setbacks are seen not as endpoints but as stepping stones to greater achievements.

The manufacturers who will thrive are those who embrace the power of data, leverage the resilience of a growth mindset, and view every challenge as a new opportunity for growth and learning. Just as the SME Manufacturer demonstrated, the key lies in not just focusing on what to shrink but rather on what to grow. By striving to be better today than yesterday and planning to be better tomorrow than today, manufacturing businesses can ensure they remain competitive, innovative, and poised for success in an ever-evolving landscape.

0330 311 2820

The Lean Bug: Embracing The Lean Revolution in Manufacturing

Posted on by Adam Payne

Igniting Transformation with Lean Philosophy

Lean Manufacturing, a philosophy embedding a culture of efficiency and continuous improvement, has revolutionised industries worldwide. Its inception within the automotive industry to today’s widespread application showcases its universal benefit across various sectors. When considering Lean Thinking, one can’t help but admire its holistic approach to streamlining operations, enhancing product quality, and boosting customer satisfaction.

Throughout my career, from my initial days as an engineer at a small SME to my role as a corporate executive, I have witnessed firsthand Lean Manufacturing’s transformative potential. My journey into the world of Lean began with a simple yet profound introduction to the concept of Kaizen while working at Linread Northbridge, a precision fasteners manufacturer for the aerospace sector. This pivotal moment sparked a lasting passion for Lean principles that I’ve carried through to every organisation I’ve served (including my own businesses, New Way Growth, FactoryIQ and obviously TCMUK Limited), assisting Manufacturing SMEs in realising their full potential through strategic Lean interventions and comprehensive programs.

The First Step to Lean Success: A Kaizen Event

Reflecting on my first engagement with Lean, a SMED event aimed at reducing a Header Machine’s changeover time from an entire shift to a mere 30 minutes stands out. This experience, under the guidance of a seasoned Japanese Sensei, was not merely about time reduction. It was a lesson in unlocking hidden potential, leveraging precise KPIs, and fostering a mindset geared towards continuous improvement. From relocating machining centers to implementing strategies that yielded savings of over £15 million in the first year, the principles of Lean Thinking have proven time and again that with the right mindset, ‘impossible’ is merely an opinion.

Overcoming the “It Won’t Work Here” Mentality

Resistance to change is a common theme in any organisational transformation. Yet, the principle of marginal gains teaches us the power of incremental improvements. By nurturing a culture that embraces every opportunity for growth, however small, organisations can witness significant advancements over time. The essence of Lean is not in the complexity of tools or techniques but in harnessing the collective knowledge and creativity of its people to drive enduring improvement.

More Than Techniques: A Cultural Shift

Lean Manufacturing transcends mere operational tactics; it represents a fundamental shift in organisational culture and mindset. Its success is contingent not on the size of the company but on the depth of commitment to these principles by its leaders and teams. Engaging closely with the ground-level processes, understanding the real challenges, and courageously tackling the root causes, paves the way for sustainable growth and competitive advantage.

Conclusion: Lean Leadership and Organisational Excellence

The journey towards Lean excellence is ongoing and evolving. It demands a leadership style that is hands-on, empathetic, and visionary. As organisations venture into this transformative path, they unlock efficiencies, eliminate waste, and set new benchmarks of performance. The legacy of Lean is not just in its methods but in the cultural rejuvenation it brings about, fostering an environment where continuous improvement becomes the norm, not the exception.

Lean Manufacturing is more than a methodology; it’s a catalyst for redefining excellence in the manufacturing sector. So, as you delve into the world of Lean, remember, the journey is as rewarding as the destination. Embrace each challenge, celebrate every small win, and continuously strive for a better, leaner, and more efficient tomorrow.

For personalised advice, practical insights, and to explore how Lean can revitalise your manufacturing processes, please feel free to reach out.

0330 311 2820