Lean Culture Transformation
Industrial products
What was the problem?
Our client was a leader in fluid filtration, separation and purification products with products in a broad range of industrial markets and a global operation generating annual sales of nearly $2.0 billion. A need had been identified to improve internal and external customer satisfaction by making the manufacturing processes more effective, more efficient and more responsive; while at the same time cutting costs and increasing profits.
What did you do?
We designed an integrated culture change program which was undertaken over a period of two years. The program focused on making Continuous Improvement an integral part of the business strategy development and deployment and more than 20 manufacturing facilities and support groups were actively engaged in this lean transformation in Europe and North America.
We designed and facilitated senior management workshops in Europe and North America which brought together all senior manufacturing teams and support groups for the first time. The workshops enabled the development of an agreed implementation framework supported by common tools and language to be used across all locations. Culture change/lean assessments were then completed at each of the manufacturing locations to determine the deficiencies of specific operations, the level of CI progression in terms of the application of lean tools and techniques and the commitment towards CI principles.
What happened?
A plan was developed and implemented with each location’s management team to provide a framework to enable CI to become part of the culture. The plan included key components of CI: leadership/mission/vision, goals/objectives, measurements, structure, coordinated actions/projects, training, methods/tools, communication, recognition, review and values/behaviours.
During the project all management teams and selected facilitators received CI training at each location. This included hands-on exposure to specific problem solving and lean tools, including classroom training, shop floor and work on real-time issues. These facilitators provided CI and Lean training to each member of the workforce at each location in order to establish a high-level of internal capability and commitment. In addition individual coaching was provided to enable leaders to implement the CI plan effectively with a high level of passion and commitment. Capability was built into the organisation and client facilitators conducted over 300 Kaizen improvement events during the 2 year engagement.
What was the outcome?
A formal review process with the management teams’ was undertaken at each location at six months and one year post initial implementation. These review processes allowed a thorough review of the CI plan, its affect on performance and the degree of cultural transformation that had occurred.
The implementation of CI was seen as self-financing in terms of benefits and savings achieved. Lean tools and techniques were introduced and applied (value stream mapping, kaizen improvement events, waste analysis, shift start-up meetings, single piece flow, kanban etc.) and CI principles were utilised within the manufacturing and support groups.
Operating performance improved by more than 30% and the fully trained, in-house resources ensured sustainable, continuing improvements for the future – in a culture of Continuous Improvement and passionate leadership which would drive the pace of change.