There is a misconception that Lean thinking is only for assembly line processes.  This is not true.  A Lean culture is a learning culture and is appropriate for any manufacturer looking to eliminate variability and repeat issues from their process.   “Everybody solving problems every day” is the Lean mindset.  Those problems should be linked to improving Quality, Cost, Delivery.  Delight the customer.  Be a bit better at this than the companies who make the same things as you.  On that path lies competitive advantage.

This programme is designed for those companies that value learning and sustained, standardised improvement to drive long term growth, eliminating variability and non-value adding activity from their processes.  These companies are keen to develop a culture that supports this objective.  Everybody solving problems every day to control risk, improve delivery performance, right first time and productivity.  The programme starts with the three questions below, which are captured in a short 3 section self- audit which is completed prior to the programme.  The self-audit is reviewed before the workshop with a specialist Manufacturing Advisor to identify a target condition, a next actionable step, and areas of focus for during the day’s workshop.  After the workshop there is a follow up session to refine these actions with a focus on barriers and quantifiable what do you expect to happen?

How do you know if you’ve had a good day or a bad day – can you measure it?

Start with the end in mind – what do we want to improve? In terms of our customer delighters (Quality, Cost, Delivery) what does good look like?  Only when we can measure performance and quantify a good day can we address the question how do we have more of them? 

Measuring the Business

• What are your high-level growth measures?
• Can you link your high-level measures to daily good day / bad day measures
• Can you engage the team to focus on more good days to grow the business?
• Do you generate good actions based on data and root causes analysis?
• Are your improvements quantified / confirmed based on data?
• Do you share and celebrate success?

How do you engage people in structured continuous improvement?

The culture of a lean manufacturing company is a learning culture – everybody solving problems every day following a scientific process.  Not firefighting.  Not jumping to assumptions.

Continuous Improvement Process

• What are the steps of the continuous improvement process? Plan – Do – Check – Act.
• How does the Lean Champion own this and enthuse the team to buy in and engage in structured improvement activity?
• Does our continuous improvement activity drive better good day measures? Can you demonstrate if you do more good stuff we get more good results

Your people are keen to have more quantifiable good days. They want to engage in continuous improvement activities.  Do they have the Lean toolkit?

The Tools of Continuous Improvement – See waste, eliminate waste, keep waste out

• Quantify the link between better Right First Time quality, better process flow, shorter lead times and the elimination of waste and variability. 
• Identify Value added / non-value added tasks and the 7 production wastes.
• Understand that continuous improvement starts and ends with standard work.
• Learn the lean tools and techniques to enable / improve standard work.

One-to-one walk through Self-audit.

Bio of Deliverer

Nick has over 20 years' experience of implementing Lean and overseeing Six Sigma Improvement projects. 

Originally employed as a graduate Polymer scientist he has subsequently been employed in technological, continuous improvement and senior line management roles in automotive, textiles and secure printing manufacturing organisations. 

Nick is very hands-on and likes to understand and analyse problems, questioning perceptions and speaking with data. He has significant experience in facilitating change having previously worked as a Manufacturing Advisory Service Advisor and has undertaken Lean transformations in automotive, aerospace, food and textile manufacturing companies.  

He has also trained Six Sigma Greenbelts, and specialises in understanding and controlling variation and risk within the manufacturing process.

Eligibility

• SME Manufacturers based in Stockport Local Authority Area ONLY(SME - Small or medium enterprise i.e.: less than 249 employees)

• Business 2 business - Business 2 consumer businesses are ineligible due to ERDF guidelines

• Annual Turnover less than 50 Million Euro, Balance Sheet less than 43 million Euro