1. Work-related improvement meetings are regular, as a part of normal scheduled work. We do not charge it to overtime.
No, not in our
this is correct
2. Everybody is involved in Kaizen.
No, not in our plantYes,
this is correct
3. Our teams are cross-functional.
4. All the teams are empowered to implement their ideas.
5. The teams use data and facts for making decisions (like
OEE, CMMS-reports, quality scores...)
6. The team meetings are carried out without the need of management support .
7. All teams have appropriate guidance and training.
8. Number of improvements implemented per employee and year is:
Less than 1Greater
9. All ideas are documented accordingly.
10. Kaizen works without rewards for individuals
11. The teams use tested tools in solving problems like Pareto Charts, Cause-Effect Diagrams, etc..
12. The teams handle more and more advanced tasks.
By Oskar Olofsson
Too many consulting companies see "lean" as a goal in itself.
I have never seen it that way but always think that the goal is something else. Often it is about improving productivity, sometimes being able to postpone investments or improving product quality.
What I want to offer is a holistic view where the current situation and goals are clear and where the tools from lean and other effective methods are selected and implemented thoughtfully.
Over the years, I have helped clients such as NCC, ABB, and Kopparbergs Brewery approach a world-class production.
I want to help more companies succeed! What can I do for you?
© WCM Consulting AB, Vaxholm, Sweden