Lean

From Waste to Worth: Embracing Lean Manufacturing to Maximise Efficiency and Profits

Posted on by Adam Payne

Have you ever had the nagging feeling that your manufacturing business could be doing better? That despite your best efforts, you seem to be stuck in a rut, spinning your wheels without making significant progress, and watching as precious resources are squandered? You’re certainly not alone in this struggle. Across the UK, numerous small manufacturers grapple with the challenge of maximising efficiency and eliminating unnecessary costs that eat into their hard-earned profits. But there’s no need to despair because there is a powerful solution within reach that can totally transform your operations: the lean manufacturing approach.

Lean manufacturing isn’t just a set of tools or a temporary fix; it’s a comprehensive philosophy that, when embraced, can unlock the hidden potential in your business and turn what was once considered “waste” into pure gold. Allow me to guide you through this transformative philosophy and show you how to unleash a leaner, meaner, and more profitable manufacturing machine.

The Lean Mindset: Identifying and Eliminating Waste

At the very heart of lean manufacturing lies the relentless pursuit of waste elimination. But to tackle waste, we must first understand what it is. Waste in the manufacturing context can take many forms, such as overproduction, excess inventory, inefficient processes, unnecessary movements, waiting times, and defective products. Essentially, waste is anything that does not add value to your final product or service.

Developing a keen eye for waste is akin to developing a new sense of perception. It’s like decluttering your home – once you start identifying the unnecessary clutter, you begin to see it everywhere. And just like decluttering, eliminating waste in your manufacturing process can be incredibly liberating and empowering. It frees up space, resources, and energy, allowing you to focus on what truly matters: delivering value to your customers.

The Lean Toolbox: Unleashing Efficiency

With a clear understanding of what constitutes waste, the next step is to apply the power of lean manufacturing techniques. These tried-and-true tools are designed to streamline your operations and maximise efficiency. Let’s delve into a few of the game-changers that can revolutionise the way you work:

  1. Value Stream Mapping: This powerful technique allows you to visualise the entire flow of your manufacturing process, from raw materials to the finished product. By mapping out the value stream, you can identify bottlenecks, inefficiencies, and areas ripe for improvement. It’s a tool that provides a bird’s-eye view of your operations, highlighting where time and resources are being wasted and where the flow of production can be smoothed out.
  2. 5S: This lean principle (Sort, Set in Order, Shine, Standardise, Sustain) is all about creating a clean, organised, and efficient workspace. By implementing 5S, you’ll not only improve safety and productivity but also instil a sense of pride and ownership in your team. Each ‘S’ plays a crucial role: Sorting ensures that only necessary items are kept, Setting in Order arranges tools and materials for optimal workflow, Shining keeps the workspace clean, Standardising creates consistent methods and practices, and Sustaining ensures that these new standards are maintained over time.
  3. Just-in-Time Production: Say goodbye to excessive inventory and hello to a leaner, more agile manufacturing process. Just-in-Time (JIT) production ensures that you produce only what’s needed, when it’s needed, minimising waste and freeing up valuable resources. This approach requires precise planning and communication but, when executed correctly, can significantly reduce costs associated with storage and spoilage while ensuring that your products are always fresh and in line with current market demands.

Engaging Your Team: The Secret Sauce

The implementation of lean manufacturing techniques is just the beginning. To truly unlock the full potential of lean, you need to engage and empower your team. After all, your employees are the ones on the front lines, witnessing inefficiencies and waste firsthand.

Encourage your team to identify areas for improvement and share their ideas openly. Foster an environment where everyone feels valued and heard. When your employees feel invested in the lean process, they’ll become your biggest advocates and drivers of continuous improvement. This engagement leads to a more motivated workforce, one that takes initiative and pride in their work.

The Continuous Improvement Mindset: Lean is a Journey, Not a Destination

Lean manufacturing is an ongoing process, not just a single initiative. It requires a steadfast commitment to continuously identifying and eliminating inefficiencies and waste. To thrive, foster a culture of perpetual improvement where all team members proactively seek ways to refine processes and reduce waste.

Consider this as a constant cycle of enhancements, with each phase moving you towards a more streamlined, efficient, and profitable production process. This approach is essential as it keeps pace with ever-changing market conditions and technological advancements. By nurturing this dynamic culture, your business remains flexible, competitive, and at the forefront of industry developments.

The Benefits: Turning Waste into Worth

By embracing the lean manufacturing approach, you’ll unlock a host of benefits that can transform your small manufacturing business:

  1. Cost Reduction: By cutting out waste and enhancing efficiency, we directly lower our operational expenses, boosting our profit margins. Who isn’t pleased with more savings? These funds can be funnelled back into the company, propelling growth, spurring innovation, and enabling continuous enhancements.
  2. Quality Enhancement: Applying lean methodologies to pinpoint and rectify flaws boosts the quality of products, much to the delight of customers, thus delivering a dual benefit. This consistency in quality cultivates trust and loyalty, both of which are essential in the competitive landscape of today.
  3. Boost in Competitiveness: Speed and adaptability are crucial in the modern market, and lean manufacturing positions you to keep pace with market trends and supply products with more efficiency, giving your business a vital advantage over competitors. This nimbleness also makes adapting to shifts in customer tastes and market dynamics smoother.
  4. Employee Morale and Retention: Incorporating your team in the lean journey and valuing their input instils a sense of ownership and pride in their work. The outcome? Elevated job satisfaction and diminished staff turnover, particularly vital for smaller businesses. When employees feel engaged, they’re likelier to commit long-term to your company, cutting down the cost and interruption high turnover can create.

Embrace the Lean Mindset: Your Call to Action

Small manufacturers in the UK, the time has come to embrace the lean manufacturing approach and unlock the hidden potential within your operations. It may require an initial investment of time and resources, but the potential rewards are too significant to ignore.

Take the first step today by identifying areas of waste and inefficiency within your manufacturing process. Engage your team, implement lean techniques, and cultivate a culture of continuous improvement. Before you know it, you’ll be turning what was once considered “waste” into pure worth, propelling your small manufacturing business towards a leaner, more efficient, and more profitable future.

Embrace the lean mindset, and watch as your manufacturing operation transforms into a well-oiled, value-maximising machine. The time to unlock your hidden potential is now.

The Lean Transformation: A Detailed Roadmap

To embark on this lean journey, it’s essential to have a clear roadmap. This roadmap will guide you through the various stages of lean implementation, ensuring that you don’t miss any critical steps and that you can measure your progress along the way.

Stage 1: Assessment and Planning

The first stage involves a thorough assessment of your current operations. You need to understand where you are before you can chart a course to where you want to be. This assessment should be as comprehensive as possible, covering all aspects of your manufacturing process, including supply chain management, production, quality control, and delivery.

Once you’ve identified the areas that need improvement, it’s time to plan. Set clear, achievable goals for your lean transformation. These goals should be specific, measurable, attainable, relevant, and time-bound (SMART). With these goals in place, you can develop a step-by-step plan to achieve them, assigning responsibilities and deadlines to ensure accountability.

Stage 2: Training and Empowerment

Lean manufacturing is as much about people as it is about processes. For your lean transformation to be successful, your team must be fully trained in lean principles and techniques. Invest in comprehensive training programs that not only teach the tools of lean but also instill the philosophy behind it.

Empowerment is equally important. Your employees should feel confident in suggesting improvements and taking the initiative to solve problems. This empowerment can be fostered through regular team meetings, suggestion schemes, and recognition programs that celebrate the contributions of your staff.

Stage 3: Implementation and Monitoring

With your team trained and empowered, you can begin implementing the lean techniques you’ve chosen. Start with pilot projects or specific areas of your operations to test the effectiveness of the changes and to build momentum for a wider rollout.

Monitoring is critical during this stage. You need to track the impact of your lean initiatives to ensure they are delivering the desired results. Use key performance indicators (KPIs) to measure progress against your goals. These KPIs might include metrics such as production cycle times, defect rates, inventory levels, and employee engagement scores.

Stage 4: Review and Adjust

Lean is an iterative process. After implementing changes, take the time to review the outcomes. What worked well? What didn’t? What unexpected challenges arose? Use this information to adjust your approach and refine your processes.

This stage is also an opportunity to celebrate successes and to learn from failures. Both are invaluable in building a resilient and adaptable organisation.

Stage 5: Standardisation and Replication

Once you’ve found what works, standardise those processes so that they become the new norm. Document best practices and ensure that they are followed across your entire operation.

After standardising successful practices, replicate them in other areas of your business. This replication can lead to significant improvements across your organisation, multiplying the benefits of your lean transformation.

Stage 6: Sustaining the Gains

The final stage is about sustaining the gains you’ve made. Lean is not a set-it-and-forget-it approach; it requires ongoing attention and effort. Continue to monitor your KPIs, engage with your team, and look for new ways to improve.

Remember, the landscape of manufacturing is always changing. New technologies, materials, and market demands will present new challenges and opportunities. By maintaining a lean mindset, you can ensure that your business remains flexible, efficient, and competitive for years to come.

Key Takeaways

Transforming into a lean manufacturing enterprise comes with its hurdles. It demands dedication, strict adherence to principles, and openness to transformation. However, the benefits are undeniable: lower expenses, enhanced product quality, a boost in competitive edge, and a workforce that’s more involved and committed.

Being a UK-based producer, you stand at a pivotal moment to effect profound changes in both your enterprise and your sector. By adopting lean manufacturing practices, you can tap into the dormant capabilities of your processes, steering your company towards a future that’s streamlined, high-functioning, and financially rewarding.

The time to act is now. Embrace the lean mindset, engage your team, and start your journey towards excellence. Your business, your employees, and your customers will thank you for it. The transformation that awaits is not just about cutting costs or increasing efficiency; it’s about reimagining what your business can achieve. Lean is the key to unlocking a future where your manufacturing business doesn’t just survive but thrives.

The Power of Lean: How Leadership Transformation Elevates Company Performance

Posted on by Adam Payne

By now, you’ve probably heard about Lean. It’s a powerful approach to management, which has its roots in manufacturing, but is used by many companies large and small to improve their processes and products.

As its name suggests, Lean is about eliminating waste — anything that doesn’t directly add value to the customer. This includes waste in time (waiting), materials (overproduction), money (overhead) and energy (people working on the wrong things).

Lean is a journey — not just a set of tools or tactics — and it takes time to become effective. But it can transform how you manage your people — giving you more time for important activities like coaching and developing your people so they can do their jobs better.

The Lean Leadership Journey

The journey to a Lean organisation is not an easy one. It requires a holistic approach and a complete mindset change. It takes time, effort and dedication to make the transformation successful. And it’s never over!

The following are some of the steps that you can take to start your journey toward becoming a Lean organisation:

Get everyone involved in the process. The Lean Transformation cannot be achieved through top-down management alone. The leader must work closely with employees at all levels to implement changes that will make the organisation more effective and efficient. Employees need to understand how they fit into this process, so that they can contribute effectively.

Set goals for improvement and measure progress toward those goals regularly. One of the primary reasons for implementing Lean practices is to improve business performance and increase efficiency, but measuring results will tell us if we’re moving in the right direction or not. We need to be measuring against specific goals set out at the beginning of the process (or before it began). This also helps us identify areas which need improvement as well as areas where we’re excelling.

The Lean Leaders Standard Work

Lean leadership Standard Work is a system that encourages continuous improvement and provides a framework for facilitating change. It requires leaders to focus on their actions, behaviours, and tools in order to drive continuous improvement in their organisation. This Lean Leadership Standard Work can be applied to managers, supervisors, directors, and executives alike.

Lean Leadership Standard Work encourages and promotes employees in organisations to reduce variation and improve performance. It also develops team members by demonstrating how to make smart changes and support people by defining what they should do when they take action.

Lean Leadership Standard Work can include:

  • Develop process standards alongside the process operators
  • Observing processes in action (Gemba Walks)
  • Asking 5 Why questions
  • Identifying gaps between standard & actual work (Audit)
  • Supporting process improvement
  • Coach and Mentoring Employees
  • Empowering Accountability and Responsibility
  • Deploying strategy

Lean Thinking as Leader

Lean Thinking as a Leader is about management that encourages you to make the most of your team and organisation. It is about creating an environment where people feel comfortable thinking “outside the box,” and where ideas can be considered, implemented, and monitored so that adjustments can be made quickly.

It requires leaders to be open-minded and encourages them to listen carefully to their team members’ ideas and suggestions. It also encourages leaders to collaborate with their teams in order to come up with better solutions for problems or issues. When everyone feels like they’re part of something bigger than themselves, they’ll be more likely to work hard toward achieving success in whatever it is they’ve been tasked with accomplishing.

The Lean Leader as a Teacher

A key concept in Lean is that people learn best by doing. Leaders must therefore create an environment where learning can happen, by encouraging employees to take on projects and responsibilities that stretch them, while also providing coaching and feedback along the way. The goal, according to Masaaki Imai (the author of Kaizen), is to help each employee become “Kaizen conscious, developing skills and tools for problem solving” — and this requires a great deal of effort on the part of managers in order to ensure that all employees are given opportunities to learn, grow and improve within their roles at work.

Eliminating waste is a key Lean Leadership Principle

Waste can be defined as anything that does not add value to the product or service being created. Waste occurs in all processes and can be categorised into three types of wasteful actions that negatively impact workflow, productivity and ultimately, customer satisfaction.

  1. Muda (or non-value-added work). These are activities that do not add any value to the end product or service, such as, Overproduction, Inventory, Defects, Motion, Over-processing, Waiting, Transportation.
  2. Muri (or overburden). This is when workers are asked to do more than they can handle efficiently, safely, or ethically.
  3. Mura (or unevenness). This occurs when there are unexpected fluctuations in demand for products or services due to things like seasonal change or competitor activity.

Waste takes time and resources to create, so eliminating it saves time and money.

Lean Leaders Put Customers First

Lean leaders are customer focused. They don’t waste time or money on anything that doesn’t directly improve the customer experience, and they know that this is the best way to grow their business.

This means that lean leaders put their customers’ needs first by:

  1. Listening to their customers and understanding their challenges and needs.
  2. Paying attention to what customers think about the product or service, and how they use it.
  3. Identifying areas where they can improve the products or services based on what customers say.

Takeaway: Lean leadership is about learning and improving.

A company benefits from having the right leadership in place, which ultimately helps a business to grow. They’ll learn from your customers, try new things, and challenge you in new ways. They’ll collaborate with others and actively seek outside support. Without good leaders, or without lean principles guiding those leaders, you’re going to get the same results: no learning and therefore no improvement.

Boost your team’s performance and your leadership potential with New Way Growth’s personalised Helping Managers to Succeed and Lead Programme. Let’s shape your leadership success story today!

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

Miss that moment – and you start to decline.

Posted on by Adam Payne

“There is at least one point in the history of any company when you have to change dramatically to rise to the next level of performance. Miss that moment – and you start to decline.” – Andy Gove

My personal view and experience is that it’s more than one point in time.

SMEs are characterised by their ability to adapt easily to market changes and their lean organisational structure (not as in Lean Manufacturing), which results in a more dynamic environment and a quicker decision making process. Although SME businesses vary widely in size and capacity for growth generally they will all follow a similar path: going from Owner/Entrepreneur with two or three employees to a business aiming for £10m or even £20m per year, and experiencing 20%/30% year on year growth and upwards along this journey. The sketch below illustrates an example of this, showing where most businesses may feel the pinch points of growth at key intersections.

SME Journey and Growth

Zero to £5m

The hard work really kicks in here. This part of the journey is often the one that is the most lonely, but often the most exciting. But it is here that most business owners feel the pains. Because it can be a lonely place, it is easy for owners to doubt themselves, they also don’t know what they don’t know which can be a limiting factor. And as an owner one of the main areas of responsibility is simply getting things done, which means you are working in your business as a manufacturer, and not working on it as a strategic leader.

In smaller SMES, management structures are also small with most owners being very hands-on. People are stretched across all functions all processes. Systems are not in place, IT is minimal or non-existent and there is a lack of standard processes. Utilising the Continuous Improvement and Management graph we can see that all levels are being worked with a very lean structure. Small customer projects, odd-job shop style of working.

SME Zero to £5m

As we get closer to a turnover of £5m, it becomes clear that things need to change. We are then moving from that odd-job, one off customer delivery to a mix of bigger projects, possible increased volumes and an increase in market share from your customers. As we start to scale-up from the initial start-up, decisions have to be made about the organisational structure, the company’s technology infrastructure, its business and marketing strategy, etc. With regard to organisational structure, you might now start to see the requirement for supervisory position(s) to take on more of the owners duties, the labour force growing, new machines, loans, investment, functional departments, Operations, Quality, Sales, Technical, Finance. This is where it can be rise or decline with those decisions. In scaling and growth and the opportunities it also brings its own set of problems, (albeit they are nice problems to have because its growth).

£5m to £10m

IT Systems and Planning may start to become an issue here, Microsoft Excel may no longer be good enough to manage your shop floor requirements (although I have seen £100m business still using excel but it was beginning to creak), and you are likely at this level to be considering MRP/ERP implementations. You may also look at outsourcing some functions, like Sales, Human Resources, Engineering Support, Quality, Quality Accreditation. All this requires a lot of investment in terms of time, money and energy. You need to do your homework to avoid costly mistakes, especially where IT is concerned, but it’s all opportunity.

And this stage, the business owner is now becoming more removed from the day to day operational tasks on the shop floor. This can be a very uncomfortable feeling in one or two ways. Firstly, the owner may want that hands-on role and not relinquish that part. It could be that the business is now at the stage where the owner is stopping it from growing, the entrepreneurial side is restricted as they are tied to the business. There a number of factors and variables in play, and having the right people is key, being a good leader is fundamental (at all stages).

SME £5m to £10m

£10m upwards

Financial Audits are required at this point (although some companies can be exempt if they satisfy certain criteria), so businesses need to be aware of the UK Audit requirements. Similar issues and opportunities still arise, but on a grander scale. Organisational structures are still fundamental, we might now start to see the need for Middle Management. We may also be looking to diversify into new markets, take on bigger orders, and higher volume. From £5m and up, some of your customers may not be the ones you want to deal with now, the one-off, low volume, job shop may not be your ideal customer. You might be seeing more of a need for Product Flow and Cells (Lean Manufacturing is a must from when you first start up), competition is high so you cannot stand still, even if your decision is to stay at a certain level. You will need to be driving for improvements to maintain the status quo, and your service has to be exceptional. Collaboration with a network of Manufacturers and or Partners, in my opinion, is key in this new world, and can bring some fantastic opportunities for growth. Again, IT infrastructure comes into play as the business is getting bigger: more employees, management leadership. The addition of new premises or additional buildings on the same industrial estate (this is where having a world class logistics operations pays dividends in not impacting your efficiency/productivity). The opportunities may now open up bringing the out-sourced services back in house, Sales and Human Resources, etc. At this level, you are likely to be making informed decisions based around data. Strategy alignment throughout the organisation is required, communicated and disseminated so everyone in the organisation knows the direction the company is going in and what the priorities are.

SME £10m upwards

Every business is different. One business’s pinch point may be at £3.5m another’s £7.5m but there will be very similar decisions to be made, but at this level the advantage is that businesses are likely to be able to make these decisions in a more informed way through data. Companies may not achieve sustained profitable growth unless they draft in the specialist skills required at the right time for the business. It’s the maxim that we don’t know what we don’t know. And the best advice is to seek advice from the experts in order to shift the dial in the right direction. This is something we can certainly help with, just contact the number below.

Ask yourself:

How much will it cost you not to resolve the issues that you are currently facing now or in the immediate future? How much will it cost you not to eliminate that pain? What are the lost opportunities on not taking your business to the next level or indeed keeping it at the level you want?

0330 311 2820

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

Automation – Don’t shy away from it.

Posted on by Adam Payne

Automation has been a cornerstone of manufacturing for years, evolving through numerous forms and innovations. This blog post delves into the significant advantages that automation, when combined with creative thinking and Lean Principles, can bring to businesses. It emphasises that while automation should not be shied away from, it is crucial to understand its impact, benefits, and justification for your business through thorough analysis.

The Evolution and Importance of Automation

Automation is not a novel concept. Its roots can be traced back to the Industrial Revolution when machinery began to replace manual labour, dramatically increasing efficiency and production capacity. Over the decades, automation has continued to evolve, incorporating advanced technologies such as robotics, artificial intelligence, and the Internet of Things (IoT). These advancements have transformed manufacturing, enabling higher precision, faster production times, and reduced human error.

In the mid-90s, as a Kaizen Engineer with McKechnie Plc, I witnessed firsthand the transformative power of automation. We invested in machines capable of auto-ejecting or unloading parts once a cycle was completed—a process known as Hanedashi in Lean terminology. This simple yet effective device saved associate time by allowing the machine to handle the unloading process, enabling the associate to focus on loading the next part. This innovation laid the foundation for Single Piece Flow production lines, also known as Chaku Chaku Lines.

Hanedashi - Auto Eject

The Mechanics of Single Piece Flow and Chaku Chaku Lines

Single Piece Flow, or Chaku Chaku (which translates to “Load Load” in Japanese), is a Lean manufacturing approach where each machine in a production line is loaded with parts sequentially. All necessary machines are positioned close together, forming a cell that facilitates seamless workflow. The goal is to minimise work-in-progress (WIP) and ensure that each part moves through the production process without delays.

In a Chaku Chaku Line, automation is employed wherever possible to streamline operations. For example, loading a part into a machine may require precise orientation and proper seating in a jig, tasks that typically demand human skill. However, once the machine cycle is complete, the part can be automatically ejected, eliminating the need for manual intervention. This approach not only improves efficiency but also reduces the risk of errors and defects.

Single Piece Flow - Chaku Chaku

Jidoka: Automation with Human Intelligence

Another critical concept in Lean manufacturing is Jidoka, one of the two pillars of the Toyota Production System, along with Just-In-Time (JIT). Jidoka, often referred to as “automation with a human touch” or “autonomation,” involves integrating human intelligence into automated processes. The essence of Jidoka is to enable machines to detect and respond to problems autonomously, ensuring that production stops immediately when a defect or issue is identified.

By incorporating Jidoka, manufacturers can address the root causes of defects, leading to continuous improvements in product quality and process efficiency. This approach empowers equipment to distinguish between good and defective parts without constant human monitoring, further enhancing productivity and reducing waste.

jidoka - autnomation

Real-World Applications and Benefits

The implementation of Load Load Lines and Autonomation yields substantial benefits, including the elimination of WIP, defect-free production, and significant productivity gains. For instance, an associate can manage multiple machines simultaneously, a practice known as multi-process handling, thereby optimising labour utilisation.

In my experience at McKechnie Plc, we established a highly efficient production cell, not so creatively named Cell 7, which manufactured fasteners. The traditional production route involved multiple stages, including Header Machine, Turn, Centreless Grind, Fillet Roll, and Thread Roll, with parts moving as batches through various departments. This approach was fraught with inefficiencies and waste.
By adopting the principles of Single Piece Flow, Load Load Lines, and Autonomation, we transformed Cell 7 into a fully autonomous production line. The process began with bowl feeding fasteners into the system, after which the line handled everything else, from loading and unloading to quality inspection using visual cameras. This comprehensive automation minimised human intervention, with associates only required for machine consumables, tooling changes, and addressing any significant issues.

The Strategic Role of Automation in Modern Manufacturing

The integration of automation in manufacturing is no longer a luxury but a necessity for businesses aiming to stay competitive in a rapidly evolving market. The modern manufacturing landscape is characterised by increasing demand for customisation, shorter product life cycles, and heightened quality standards. Automation addresses these challenges by enabling manufacturers to produce high-quality products at scale, with greater flexibility and efficiency.

Customisation and Flexibility

One of the most significant advantages of modern automation is its ability to facilitate mass customisation. Advanced automated systems can be programmed to handle a wide variety of products and configurations without extensive downtime for retooling or adjustments. This flexibility allows manufacturers to meet diverse customer needs and respond quickly to market changes.

Quality Assurance

Automation also plays a crucial role in maintaining consistent quality. Automated systems equipped with sensors, cameras, and other monitoring devices can detect defects and deviations in real-time, ensuring that only products meeting stringent quality standards proceed through the production process. This capability is particularly valuable in industries where precision and reliability are paramount, such as aerospace, automotive, and medical device manufacturing.

Efficiency and Productivity

Efficiency gains from automation extend beyond the production floor. Automated systems can optimise supply chain operations, inventory management, and logistics, reducing lead times and minimising the risk of stockouts or overproduction. These improvements contribute to overall productivity and cost savings, enhancing a company’s bottom line.

Overcoming Barriers to Automation

Despite the clear benefits, some businesses remain hesitant to embrace automation due to perceived barriers such as cost, complexity, and potential job displacement. However, these concerns can be addressed through strategic planning, careful analysis, and a focus on long-term gains.

Cost Considerations

While the initial investment in automation technology can be substantial, the long-term benefits often outweigh the costs. Businesses should conduct a thorough cost-benefit analysis to assess the potential return on investment (ROI). Factors to consider include increased production capacity, reduced labour costs, improved quality, and shorter cycle times. In many cases, the savings and efficiencies gained through automation can lead to a rapid ROI.

Skill Development and Workforce Transition

Another common concern is the impact of automation on the workforce. While automation can reduce the need for certain manual tasks, it also creates opportunities for new roles that require advanced technical skills. Companies can mitigate job displacement by investing in training and development programs to upskill their employees, preparing them for higher-value tasks such as programming, maintenance, and quality control.

Complexity and Integration

Integrating automation into existing processes can be complex, particularly for businesses with legacy systems. However, advancements in technology have made it easier to implement and integrate automated solutions. Collaborative robots (cobots), for example, are designed to work alongside human operators, enhancing productivity without the need for extensive modifications to existing workflows. Additionally, modular automation systems can be scaled and adapted to meet evolving needs.

The Future of Automation in Manufacturing

The future of manufacturing is undeniably intertwined with the continued advancement of automation technologies. Emerging trends such as Industry 4.0, the Industrial Internet of Things (IIoT), and artificial intelligence (AI) are set to further revolutionise the sector.

Industry 4.0 and the Smart Factory

Industry 4.0 represents the fourth industrial revolution, characterised by the integration of digital technologies into manufacturing processes. This paradigm shift encompasses the use of IoT devices, data analytics, and AI to create smart factories where machines communicate and collaborate autonomously. These connected systems enable real-time monitoring, predictive maintenance, and data-driven decision-making, leading to unprecedented levels of efficiency and flexibility. This is something our sister company offers FactoryIQ – The Smart Factory Made Simple

Artificial Intelligence and Machine Learning

AI and machine learning are poised to play a transformative role in manufacturing automation. These technologies can analyse vast amounts of data to identify patterns, optimise processes, and predict potential issues before they occur. For example, AI-driven predictive maintenance can significantly reduce downtime by identifying when equipment is likely to fail and scheduling maintenance proactively.

Collaborative Robotics

Collaborative robots, or cobots, are designed to work safely alongside human operators, enhancing productivity and flexibility. Cobots can handle repetitive, hazardous, or ergonomically challenging tasks, allowing human workers to focus on more complex and value-added activities. As cobot technology advances, their capabilities and applications will continue to expand, making them an integral part of the modern manufacturing landscape.

Additive Manufacturing

Additive manufacturing, commonly known as 3D printing, is another technology that complements automation. It enables the production of complex and customised parts with minimal waste and reduced lead times. When integrated with automated systems, additive manufacturing can streamline prototyping, reduce inventory costs, and accelerate product development cycles.

Case Study: Transforming Manufacturing with Automation at McKechnie Plc

To illustrate the impact of automation in a real-world setting, let’s revisit the case of McKechnie Plc, where I worked as a Kaizen Engineer in the mid-90s. Our journey with automation began with the introduction of Hanedashi devices, which automated the unloading of parts from machines. This initial step laid the groundwork for more extensive automation initiatives.

Setting Up Single Piece Flow and Load Load Lines

Recognising the potential of Single Piece Flow, we restructured our production lines to create Chaku Chaku Lines. By co-locating all the machines needed for a product in a single cell, we minimised the time and effort required for material handling. Automation played a crucial role in this transformation, with machines automatically ejecting finished parts and readying themselves for the next cycle.

Implementing Autonomation for Quality Assurance

To further enhance our production process, we integrated Jidoka principles, enabling machines to autonomously detect and respond to defects. Visual cameras were installed to inspect parts in real-time, ensuring that only high-quality products moved forward in the production line. This autonomation approach not only improved product quality but also reduced the need for manual quality checks, freeing up associates to focus on other tasks.

Achieving Full Autonomy with Cell 7

Cell 7, our fastener manufacturing cell, became a showcase of automation excellence. By combining Single Piece Flow, Load Load Lines, and autonomation, we achieved a fully autonomous production process. Fasteners were bowl fed into the system, and the line handled everything from loading and unloading to quality inspection and defect rejection. Human intervention was required only for machine consumables, tooling changes, and addressing significant issues.

Results and Benefits

The results of our automation efforts were nothing short of remarkable. We experienced a significant reduction in work-in-progress, virtually eliminating delays and bottlenecks. Product quality improved dramatically, with defects identified and addressed in real-time. Productivity soared as associates could manage multiple machines simultaneously, optimising labour utilisation. Overall, the integration of automation led to substantial cost savings, higher efficiency, and enhanced competitiveness.

Conclusion: Embracing Automation for a Competitive Edge

Automation, when combined with creative thinking and Lean Principles, offers immense benefits to businesses. From improving efficiency and productivity to enhancing product quality and flexibility, the advantages are clear. However, it is essential to approach automation strategically, conducting thorough analysis to understand its impact and justify the investment.

As the manufacturing landscape continues to evolve, staying ahead of the curve requires embracing automation and leveraging advanced technologies. By doing so, businesses can unlock new levels of performance, reduce costs, and remain competitive in an increasingly dynamic market.

At TCMUK Limited, we are committed to helping UK manufacturers embed strategies that reduce costs, increase sales, and boost profits. Our expertise in automation and Lean Principles enables us to guide businesses through the complexities of implementing and optimising automated systems. Whether you are looking to enhance your existing processes or embark on a comprehensive automation journey, we are here to support you every step of the way.

If you are ready to explore the transformative potential of automation for your business, contact us today to learn more about our services and how we can help you achieve your goals. Don’t shy away from automation—embrace it and unlock the full potential of your manufacturing operations.

 

0330 311 2820

Get your Changeovers out of the Slow Lane

Posted on by Adam Payne

Benefits of SMED  (Single minute exchange of dies)

  • WIP and lot size reduction.
  • Finished goods inventory reduction.
  • Improved machine/resource utilisation.

Whether you are high volume or low volume business, changeovers is one of those things that can sap the living life out of your manufacturing process.

An unstructured/wasteful approach to changeovers (SMED, set-up, etc) has the uncanny ability to grow arms and legs, and those arms and legs can even grow arms and legs.

I first witnessed a set up reduction back in the early 90’s as a Kaizen Engineer manufacturing Aerospace Fasteners, we were being trained by a Japanese sensei in Lean Manufacturing, running three events on different machines; a centreless grinder; a header machine and thread roller.

Our team had the header machine, we videoed the actual set up so we could observe the waste within the process, much to our surprise there was 8 hours of it????? A WHOLE SHIFT WORTH OF CHANGEOVER for a production run that would probably last no more than 30/60mins depending on batch size, and batch size we were talking thousands. It was running three shifts.

Now bearing in mind, a major customer had flagged this as an high risk to their operation due to capacity and were forcing discussions on us purchasing another machine?????

At the start of the week, we we’re thinking a 50% reduction would be excellent, never in a million years did we think we’d get to sub 30mins, but we did!

Long Changeovers drive so much waste within your business, WIP, Overproduction, delays, waiting, transportation…..so they need to be focussed on.

The main benefits are as shown

Key Principle of SMED

INTERNAL SET UP

Internal set up activities can only be performed when the process is stopped and must be kept to the absolute minimum in number and time taken to complete. Internal set-up activities should be limited to the actual fitting or removing of the Tool or Die or Material ONLY.

EXTERNAL SET UP

External set up activity can be performed with the process running and therefor does not affect the core changeover time.

As many changeover activities as possible should be external, leaving as few as possible as internal activities.

The statement that always sticks in my mind from my early SMED activities is ELIMINATE, COMBINE, SIMPLIFY.

0330 311 2820

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

The Productivity Puzzle and Lean

Posted on by Adam Payne

I’ve never been one to shout about Lean, Six Sigma or Theory of Constraints, to individuals to solve a solution. I personally have though, applied the tools and techniques to resolve a situation or gain an opportunity I have faced. Granted, it’s not just about the application of tools and techniques, it’s equally important to focus on People, Culture and Managing Change within today’s organisations and society. Every single person has touched or been a part of a Lean process, within our everyday life from grocery shopping to our work we will have been in contact with lean in motion.

The interesting thing I have noticed recently are the articles beginning to appear regarding “is Lean at a crossroads?” and “How Lean is perceived today” particularly in the UK (but perhaps globally). An article by Morpheus Group stated “Businesses are taking a much more pragmatic approach, using a blend of tools….with very few businesses labeling their Corporate Programmes as Lean”.

It does seem that Lean and other Japanese terms associated with it are perceived a risk to alienating the workforce. I wonder why? Are we that uncomfortable with something that is not invented by us?? Are we hiding behind the terms as an excuse not to change??? (There is no doubting it is hard to implement and sustain, but that should never be an excuse). When I personally think about these questions it’s never been about the wording (don’t get me wrong I do cringe with some of them) but it’s about the application, execution/implementation that is key and the right behaviours that drive it so that we can benefit from it.

Businesses are placing a lot of importance on Strategic Cost Saving and Quality. This is absolutely fundamental in “Change” for any business. Strategy and Performance Management, Policy Deployment, Hoshin Kanri, whatever you choose to call it, is the back bone of your business, it is how you do business.

I believe Business Improvement is more important today than it ever has been with the globalisation of markets. What is it that gives us the competitive edge? In particular UK Productivity remains below pre-recession levels. I have been in discussion groups where an estimated 40% of productivity is lost through non value added activities, an estimated £3 Billion cost. Something Lean, Six Sigma, TOC can certainly impact.

This debate will carry on and involves so much from skills, impact on society, etc., etc.

0330 311 2820

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

How Good is Your Factory? Are there Opportunities?

Posted on by Adam Payne

It’s easy to feel like a factory tour is something that happens once every couple years, but in reality it’s something that should happen every day.

When you walk your factory floors there are nine items to get an accurate first impression of how lean you are.

1. Work Stations?
Are they clean, organised, free from unnecessary material and equipment?
Are tools organized, identified and easy to find?
(Are 5S’s in place? Visual labeling? Is the factory well lit? Is equipment clean? Supervision and support personnel on shop floor? Metal on metal contact? Safety hazards? Debris on the floors? Check out the bathroom cleanliness.)

2. How many Monuments do you see?
Monuments are massive machines anchored to the deck, not easily moved to which material has to be delivered to, can cause issues with the flow of product (lack of flexibility)
Are they still in use? Not to be confused with age, often older machines are purpose built and give us flexibility in cellular manufacturing. Can machinery, material locations, drop offs be easily rearranged?

3.Work in Process?
Are there piles and piles of Work in Process (WIP)? Has some of it grown roots, celebrated its 1st, 2nd even 3rd birthdays? Does it have any paperwork? Do you have HOT items?
In the ideal factory you should only have the WIP you are working on and its classed as Standard in Process Stock (SIPS) in my eyes as it is controlled.

4. Can everyone see if they are on Target or Behind Schedule?
Hour by hour monitoring, or close to real time as you can get. Can you see the Abnormal from Normal? Use Red and Green to distinguish. Is abnormal recorded for root cause corrective action?

5. What other Metrics do your teams have?
What charts, graphs, objectives, are posted in the area? Are they a Standard Document? (revision controlled, time and date stamped)
Are the Metrics up to date, reviewed, actioned? Again are they on Target? Can you see the Abnormal from Normal easily?

6. Are Materials delivered to or stacked at the Point of Use?
If a worker loses a component (screw, nut, rivet) do they have to go to the stockroom? Ask yourself how are items replenished? Does the replenishment depend on a crane or forklift?

7. Does the Product Flow?
Through a cell, moving line or in large batches or lots? Are associates close together, can they talk to one another, see one another’s WIP, do they help each other out if something goes wrong?

8. Look at the Testing and Inspection?
Where is the Product inspected and tested? Do the associates do most of the inspections or does the product move to another area? Do you have large numbers of inspectors? What is your inspection backlog? Are your defects recorded, reviewed actioned? Are they reducing?

9. Ask! Talk! Communicate! Question!
The biggest and most important. Show dignity and respect at all times, question and challenge, talk to the people on the front line and ask why? Understand? Use your senses.
This list is not definitive and its definitely not just for manufacturing, you apply to all functions, businesses, sectors, industries. Now Go Look See!

0330 311 2820

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