Apply a Lean Lens to Your Production Challenges
Your company is growing fast, like a wave full of rubber duckies. Investors want quick results, but old processes and equipment slow you down. New employees arrive, yet without training or guidance, they float in uncertainty.
So, how can everyone move together under Lean manufacturing and continuous improvement? Which projects should come first? Most importantly, how can every team paddle in the same direction?
Daniel Penn Associates (DPA) is helping a large components maker find those answers. Together, we’re building a Lean culture that lasts.
Setting the Course
Strong leadership is key to Lean success. When managers understand Lean tools, they can guide and inspire teams.
To start, DPA held two-day workshops for 17 company leaders, including top executives and plant managers. During these sessions, they mapped value streams, identified waste, and learned new ways to improve workflows. They even created an “elevator speech” to share Lean goals across the company.
As a result, leaders began to see Lean as a daily habit, not a one-time project. They also built a roadmap linking business goals with Lean strategies. This plan included a steering committee, a communication plan, and steps for rolling out new ideas.
Building the Foundation
Every Lean effort starts with simple principles:
- Safety first.
- Reduce travel and wasted motion.
- Make every job easier.
- Move hands, not feet.
- Keep improvements going.
With these basics in place, the company prepared for Kaizen events, short, focused projects to fix problems fast. Planning mattered most. Teams picked leaders, set goals, and built clear charters before starting.
After reviewing opportunities, managers chose three Kaizen events that would bring quick results and set a strong example for future projects.
Kaizen 1: Streamlining Contract Revisions
The company’s contract change process caused errors and delays. Teams didn’t track revisions clearly, and communication often broke down.
To fix this, DPA and the internal team mapped the full process. They found weak spots and designed a simpler, faster workflow. Clear work instructions helped everyone stay on the same page.
Because of these changes, revision time dropped by four hours. Fewer mistakes and smoother updates now save about 1,700 labor hours each year. The process also scales easily as more customers place larger orders.
Kaizen 2: Reducing Waste in the Tool Room
The tool room was cluttered and confusing. Workers spent too much time searching for what they needed instead of making parts.
To improve the space, the Kaizen team studied how tools moved and where time was lost. They rearranged racks, labeled storage, and moved all tools into one organized area. Obsolete and broken items were removed, and new sign-in systems improved control.
These steps cut out 45 minutes of wasted time per event. The cleaner layout and standard work practices saved $250,000 in tooling and made daily work faster and easier.
A surge in orders demanded faster production without sacrificing quality. The team discovered bottlenecks, outdated tools, and inadequate packaging.
With DPA’s support, they redesigned the cell layout, added lighting, and developed standard work procedures. Replacing a one-hour oven cure with a 24-hour air cure reduced defects and improved throughput.
The improved process doubled production from 60 to 120 units daily, reduced cycle time by 60%, and enhanced product protection during shipping.
Kaizen 3: Meeting Demand for a Key Subassembly
A huge order meant production needed to double fast. However, the area lacked good flow, proper packaging, and modern tools.
With help from DPA, the team redesigned the layout, added better lighting, and created standard work instructions. They replaced a one-hour oven cure with a 24-hour air cure to reduce defects.
Afterward, production jumped from 60 to 120 units a day. Cycle times dropped by 60%, and parts reached customers safely with improved packaging.
People Drive Progress
Kaizen works because employees lead the change. They share ideas, test improvements, and keep progress moving. One worker said, “I was surprised to see how many steps went into that assembly!”
Together, employees and leaders are creating a true continuous improvement culture. Over the next 18 months, DPA will keep coaching the company as it grows its Lean program and expands new practices.
The Road Ahead
Growth can bring challenges, but Lean turns them into opportunities. The company plans even more Kaizen events to improve operations and serve customers better.
With each step, employees gain confidence, solve problems faster, and move forward together.
If you were interested in this article, you may be interested in:
- Why Do Lean Efforts Fail?
- How to Get the Most out of Your Company’s Lean Leadership Training
- How Lean Practices Mirror Olympic Training
Tony Rodriguez is president, and Mike Beauregard is an associate and senior consultant of Daniel Penn Associates, LLC.