Business Basics
Home Page


Who is Bill Gaw?
And why should we
listen to him?

 

lean manufacturing principles and techniques training

Need a training tool that transforms MRP supporter into LEAN-MRP advocates?
LEAN-MRP Simulation Game-Plus

Lean Certification at your place and at
your pace with a "pay-as-you-go" plan.
Lean Manufacturing Certification

Information Integrity
Part 4 of 8


privacy policy

987

760-945-5596

Mfg. Training Options:

Lean Manufacturing Transformation

LEAN-MRP Simulation Exercises

Lean Manufacturing Certification Program

Lean Manufacturing
on-site Seminars

Inventory Management
Training Program

Lean Manufacturing, PowerPoint, 8-CD, Training Library

Lean Management PowerPoint Training Modules

Lean Management PowerPoint Training

Lean Manufacturing Assessment and Improvement Plan

Kaizen Training
(On-site Program)

ISO 9001-2008 Compliance and/or Registration

Strategic Planning Training Program

Manufacturing Perform-ance Management Training Program

Thinking-Outside-
the-Box Workshop

Lean Manufacturing Articles

APPLYING THE BLITZ JO INFORMATION PROCESSES

 

The Blitz improvement method, which has been popu­larized recently by the Association for Manufacturing Excellence (AME)3, is an approach for creating rapid change for the better. This highly focused approach uses teamwork and proven techniques to streamline pro­cesses. Careful planning and dedicated project teams are essential to successful Blicz events.

Team members must be relieved of their normal du­ties for one to five days and spend all their efforts on the project selected by management. This approach is suc­cessful because it is highly focused. Typical methods of improvement often involve teams who usually meet for one or two hours every week or so. In between, project leaders nag, pester, and otherwise cajole the members to act on their assignments while they perform their nor­mal jobs. Each time the team meets, old ground must be covered to get all members on the same track. Distrac­tions, emergencies, fire-fighting, vacations, and other in­terruptions undermine the efficiency and enthusiasm of the team. It is multitasking at its worst. By the time the project is finished, months have gone by and the team is grateful just to have it over with and done. It is difficult to build and sustain momentum in this environment.

Blitz projects often seem to start slowly, with team mem­bers skeptical of the improvement process. However, as the process moves along, the enthusiasm of the team grows. High problem-solving efficiency is achieved when there are no interruptions or distractions. In the vast majority of Blitz events, the team develops a strong sense of owner­ship for improving the target process and pride in accom­plishment when the project is successfully completed.

The key steps in the Blitz event are

      Project selection

      Team selection and development

      Definition of the project

      Analysis of the existing process

      Creation of a change plan

      Implementation of the change plan and follow up.

Project Selection

Management support is essential for a successful Blitz project. Although project ideas may come from any part of the organization, selection and sponsorship must come from management. This ensures that efforts will be applied to high-priority areas in support of an organization's objectives and strategies. A senior man­agement-level project sponsor initially defines the im­provement project scope and objectives. He or she assures that adequate resources are available to the project team, changes are implemented, and results are recognized.

 

Unless the resources for making improvement are un­limited, some prioritization of potential Blitz projects is required. It may appear that no resources are available for improvement project work, or some of the people needed for the project may be overwhelmed by fire-fighting. If this situation exists in the area targeted for improvement, then short Blitz events can be used to apply fixes to time-wast­ing issues. When the situation is stabilized, work on the more important root causes can occur.

When prioritizing improvement projects, Dr. Eliyahu M. Goldratt's4 advice regarding what to change is usu­ally best. First look to increase throughput.5

So we might ask the following questions in evaluat­ing a potential project topic:

      Will it increase total sales?

      Will it speed up deliveries to customers (internal or
external)?

      Will it help us be first-to-market?

      Will it provide a characteristic of product or service
that our competitors don't have?

      Will it win repeat business for us?

      Will it reduce scrap or rework?

      Will it reduce warranty repair or replacement costs?
If the answer is "yes," it will improve throughput.

Projects that decrease inventory are next in importance, followed by operating expense reduction. Identify pro­cesses that are creating a significant bottleneck in throughput and apply resources to change it.

To Be Continued

For balance of this article, click on the below link:

Lean Manufacturing Articles and click on Series 14


STAY CONNECTED

To stay current on Lean Management Basics and Best Practices, subscribe to our weekly MBBP Bulletin... and we'll send you our PowerPoint presentation, "Introduction to Kaizen Based Lean Manufacturing™." All at no cost of course. 

 

First Name:
Your E-Mail:

 Your personal information will never 
be disclosed to any third party.


privacy policy

Here's what one of our 13,000 plus subscribers wrote about the MBBP Newsletter:

"Great manufacturing articles. Thanks for the insights. I often share portions of your articles with my staff and they too enjoy them and fine aspects where they can integrate points into their individual areas of responsibilities. Thanks again."

               Kerry B. Stephenson. President. KALCO Lighting, LLC


"Back to Basics" Training for anyone ... anywhere ... anytime

Business Basics, LLC
6003 Dassia Way, Oceanside, CA 92056
West Coast: 760-945-5596 

© 2001-2009 Business Basics, LLC