This article deals with the managerial aspects of deciding installing lean systems, improving some of the existing processes into lean processes and sustaining lean systems.
I appreciate lean thinkers for repackaging scientific management and industrial engineering into more popular initiative and management method based on Toyota Production System. They definitely helped the society by this endeavor. - Narayana Rao, 25.8.2022.
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Lean Management by Narayana Rao, 2014
Full Presentation Text is available in https://nraomtr.blogspot.com/2014/02/lean-management-presentation-at-tata.html
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Lean Management
How do you manage lean production systems and business systems?
How to plan, organize, resource, direct and control lean systems.
How to plan and change to lean systems, systems with less inventory and emphasis on JIT production without defects at every stage in the process? Information has to be there in time and action has to take place as per flow and completed within the planned time.
Womack and Jones in Lean Thinking (1996, 2003) - Chapter 11
You want to apply Lean Thinking to Transform Your Business. How do you do it? An Action Plan
Getting Started
Find a Change Agent
Get the Knowledge
Find a Lever by Seizing the Crisis or by Creating One
Forget Grand Strategy for the Moment
Map Your Value Streams
Begin as soon as possible with an Important and Visible Activity
Demand Immediate Results
As soon as You've got Momentum Expand Your Score
Creating an Organization to Channel Your Streams
Reorganize Your Firm by Product Family and Value Stream
Create a Lean Promotion Function
Deal with Excess People at the Outset
Devise a Growth Strategy
Remove the Anchor Draggers
When You've Fixed Something Fix it Again
"Two Sets Forward and One Step Backward is OK.; No Steps Forward is NOT OK.
Install Business Systems to Encourage Lean Thinking
Utilize Policy Deployment
Create a Lean Accounting System
Pay Your People in Relation to the Performance of Your Firm
Make Everything Transparent
Teach Lean Thinking and Skills to Everyone
Right-size Your Tools
Completing The Transformation
Convince Your Supplier and Customer to Take the Steps Just Described
Develop a Lean Global Strategy
Convert from Top-Down Leadership to Bottom-Up Initiatives
The Next Leap
The Lean Enterprise
Time Frame for the Transformation
Getting Started - First Six months
Creating an Organization to Channel Your Streams - Six months to Year two.
Install Business Systems to Encourage Lean Thinking - Three and Four years
Completing The Transformation - By end of Year Five.
Chapter 12. A Channel for the Stream; a Valley for the Channel
This chapter is also on the managerial issues of lean systems.
The section "Alternating Careers" is about the changes in careers of employees in lean systems.
The section "Functions for the Future" indicates how current functions have to modified to increase value stream teams.
It is important to highlight this line.
The traditional quality function should be combined with a productivity (or "lean") function to create an "improvement function" able to eliminate muda of all sorts.
The Role of the Firm
Functions are the hills and mountains and the value streams flow in the valley among these hills and mountains. The knowledge of the functions washes down toward those working in the value stream to create value. The firm is a collection of value streams and some hills and mountains. But firms may not own the complete value stream of a product. They own parts of the stream. Thus each firm participates in number of value streams with different set of upstream and downstream partners.
Chapter 2 "The Value Stream."
James P. Womack & Daniel T. Jones in "Lean Thinking" Book. 1996.
Map Your Value Streams
Notes No.4 in the chapter. p. 358 of second edition, Paperback Edition, Simon & Schuster, 2003
The analysis presented here is at a high level, without many details. To uncover every instance of every type of muda requires a detailed analysis using a portfolio of tools drawn from industrial engineering ... The most important of these are process mapping (to identify and categorize each step together with the time, distance and effort involved)...
1998
Value Stream Management
Article in The International Journal of Logistics Management · January 1998
Peter Hines et al.
The paper has very good description of steps in value stream management.
Interesting Description.
Four lean principle (principal) components: "delivery, productivity, quality and morale.”
Speaking at Procurement & Supply Chain LIVE: The Risk & Resilience Conference, Rachel Henney explored the benefits of lean management to procurement - Head of Supplier Management and Risk at Atlassian
Building a Lean Fulfillment Stream
Cambridge, MA, May 11, 2010 — Despite the substantial progress many organizations have made using lean management techniques to improve internal operations, they have paid little attention to launching lean transformations in their external links to downstream customers and upstream suppliers.
Now, in the pioneering new workbook, Building a Lean Fulfillment Stream, (Lean Enterprise Institute, May 12, 2010, $50.00) lean logistics veterans Robert Martichenko and Kevin von Grabe describe a proven approach for applying lean principles to supply chains and logistics.
Using the example company ABE Corp. as their model, the authors illustrate both the implementation process and the benefits to ABE’s bottom line from applying lean principles. Plus, they show how the conversion process is a win-win for every company along the supply chain. The narrative is supported by 41 charts and illustrations, including value-stream maps, calculation details, and financial analyses.
Readers will learn:
How to calculate the critical total cost of fulfillment so you make decisions that meet customer expectations at the lowest possible total cost, no matter where costs occur in the supply stream.
How to apply the eight guiding principles for implementing lean fulfillment, even when all the data and variables are not known.
The seven major types of waste in logistics and supply chains.
How a fulfillment stream council comprised of representatives from internal departments, customers, suppliers, and transportation providers critical guidance and support.
The “eight rights” used to measure perfect order execution.
What lean metrics to use to measure progress, such as why average days on hand of inventory is a better measure than inventory turns.
A method for collaborating effectively with customers.
How to identify waste in shipping, receiving, and yard management.
Building a Lean Fulfillment Stream: rethinking your supply chain and logistics to create maximum value at minimum total cost
– By Robert Martichenko and Kevin von Grabe
– Published May 12, 2010, Lean Enterprise Institute
– 111 pages; 41 charts and illustrations
– ISBN: 978-1-934109-19-9
– $50.00 (spiral bound)
– Excerpts, author Q & A, bios, more: http://budurl.com/s2au
Preview of the book https://books.google.co.in/books/about/Building_a_Lean_Fulfillment_Stream.html?id=rmnO4hnuHaMC
https://books.google.co.in/books?id=rmnO4hnuHaMC
Robert Martichenko and Kevin von Grabe say
"Make decisions that will meet customer expectations at the lowest possible total cost."
Compare Taylor's management definition with the above explanation of lean management. They both mean the same.
Management is knowing exactly what you want men to do, and then seeing that they do it in the best and cheapest way. - F.W. Taylor.
Building the Lean Fulfillment Stream Robert Martichenko
by R Martichenko · 2011
F.W. Taylor - Regarding Installing High Productivity Systems
Read what F.W. Taylor said in 1903 & 1911 regarding changing to new higher productivity systems.
The Lean Management Systems Handbook
Rich Charron, H. James Harrington, Frank Voehl, Hal Wiggin
CRC Press, 11-Jul-2014 - Business & Economics - 549 pages
Performance management, the primary focus of a Lean organization, occurs through continuous improvement programs that focus on education, belief systems development, and effective change management. Presenting a first-of-its-kind approach, The Lean Management Systems Handbook details the critical components required for sustainable Lean management.
Preview the book.
2022
The Back Story of Lean Leadership Course (2001) by Prof. Bob Emiliani - Interesting points. Evolution of the course described. Initial textbooks used are given.
2020-2021
Lean management or agile? The right answer may be both
July 14, 2020 | McKinsey Article
Agile is more recent, originating in software development in the 1990s accelerating after the release of the Agile Manifesto in 2001. Over the past decade, agile has rapidly expanded into other industries, such as telecommunications and banking—and, more recently, heavy industry projects such as mining and oil and gas.
Rather than the traditional process of developing a new product or service—which used to be highly sequential —agile is much quicker and more flexible. Agile models call for iterative development that aims to get an early prototype of a new product or a module of it or service out into customers’ hands as quickly as possible. Teams then capture feedback and iterate via quick cycles, refining the product or service over time. Agile approaches have since expanded beyond the realm of product development, and actual delivery of the product is also occurring in agile way in big projects.
Lean production uses small batches. Hence, agile deliveries can take place for big orders.
https://www.routledge.com/blog/article/lean-management-three-principles-you-must-remember-to-succeed
2018
Flow Manufacturing - 101 Mini-Case Studies - Book by Schonberger - 2018
2014
Explanation of Lean Management by Jim Womack
Developer the Lean Thinking______________
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Lean Management - Explanation by Lean Enterprise Institute
Traditional management systems are largely based on disaggregating the functions of the organization and managing performance of each piece in short time increments. This approach assumes the performance of the whole is the sum of the parts. Abnormalities are largely perceived as performance shortfalls and managers are expected to lead the problem analysis and demonstrate proficiency at knowing the answers.
Lean organizations depend of developing the problem solving capabilities of the entire workforce allocating specific categories of problems to each layer of the organization. While there is still a need for deep expertise in specialty departments the emphasis is on the performance of the entire value stream and the customer which it serves. Leadership in this type of organization is less focused on being the problem solver and more focused on building the problem solving muscle of the workforce. While traditional organizations delegate problem solving within 10-20% of the workforce, lean organizations endeavor to have the entire organization actively engaged in problem solving.
The course is structured as repetitive cycles of Learn-See-Do. First we will teach a principle, then you will see how this principle is put into practice in three sectors; manufacturing, office & services, and healthcare. After that the class will participate in implementing the principle at Whishmaker, Inc. (a generic company created to illustrate the application of principles to a business) fulfilling the "do" cycle.
We will repeat these Learn-See-Do cycles until each element is covered and then examine how the pieces work together to support a problem-solving culture typical of a mature lean organization.
A Training Progam Plan by LEI
Elements that comprise the Lean Management System and an examination of how they work together to create a system of continuous improvement through collaborative problem solving.
The training course(LEI training course) is structured as repetitive cycles of Learn-See-Do. First we will teach a principle, then you will see how this principle is put into practice in three sectors; manufacturing, office & services, and healthcare. After that the class will participate in implementing the principle at Whishmaker, Inc. (a generic company created to illustrate the application of principles to a business) fulfilling the "do" cycle. We will repeat these Learn-See-Do cycles until each element is covered and then examine how the pieces work together to support a problem-solving culture typical of a mature lean organization.
https://www.lean.org/Workshops/WorkshopDescription.cfm?WorkshopId=85
McKinsey - 2014 - Lean management’s four disciplines
When leaders design systems that enforce these disciplines effectively—and when they ensure they’re followed every day, at every level of the organization—the disciplines reinforce one another to create what lean has long envisioned: an adaptive organization that consistently generates the most value possible for all stakeholders from all of the resources it can bring to bear.
The more the organization learns regarding each of the four disciplines, the more it can achieve and the faster it gets at learning and improving itself.
Delivering value efficiently to the customer.
The organization must start by understanding what customers truly value—and where, when, how, and why as well. It must then configure how it works so that it can deliver exactly that value, no more and no less, with the fewest resources possible, improving coordination, eliminating redundancy, and building quality into every process. The cycle of listening and responding never ends, as the customer’s evolving needs reveal new opportunities to create new worth, and build competitive advantage.
Enabling people to lead and contribute to their fullest potential.
The organizations that get the most from their people provide them with support mechanisms so that they can truly master their work, whether at the front line or in the boardroom.
Discovering better ways of working.
The whole enterprise must continually think about how today’s ways of working and managing could improve. Problem as well as opportunity identification and resolution must become a part of everyone’s job description, supported by structures to ensure that problems flow to the people best able to solve them.
Connecting strategy, goals, and meaningful purpose.
Organizations that endure operate from a clear direction—a vision of what the organization is for, which in turn shapes their strategy and objectives in ways that give meaning to daily work. At every level, starting with the CEO, leaders articulate the strategy and objectives in ways that their people can understand and support. The final step aligns individual goals to the strategy and vision, with the result that people fully understand their role in the organization and why it matters.
The four build on one another.
Implementing Lean Practices: Managing the Transformation Risks
Antony Pearce 1 and Dirk Pons
Journal of Industrial Engineering / 2013 / Article
WHAT IS LEAN MANAGEMENT?
Shook, John10/15/2008
http://www.lean.org/shook/displayobject.cfm?o=1447
Graham Ross
My definition of a Lean Manager
"A Lean Manager is someone who is passionate and technically capable of leading Continuous Improvement in Organisations, by inspiring people to problem solve and implement sustainable solutions. "
Putting The Lean Manager Role in context
Long term it is important that all of the Management Team is fully committed to Continuous Improvement.
It is the Lean Managers role to help foster this change through coaching, training and leading by example.
As a Lean Manager you need to stay true to the cause and along with the other more positive members of the Management Team, to keep the organization going in the direction of achieving objectives and goals.
Continuous Improvement will only work where the overall Management Team is fully committed
So one of the first things that the Lean Manager needs to do is bring the other members of the
Management Team up to speed with what Lean and Continuous Improvement are all about.
1. As the Lean Manager, you have to accept that you are not the "expert" to solve all the problems.
2. You can fully participate in the activity and play a role as a Management Team member
3.You will be seen as the person that organised a very practical team building activity
4. You will have helped foster team spirit around a common enemy – WASTE
As well as organising this initial practical education you may also want to increase the other
http://www.leankaizen.co.uk/lean-manager.html
Total Lean Management System - Administration
Total Lean Management System is an integrated cross functional management system in order to run effective quality and activity control at the whole organization by means of everybody's commitment and participation, and thereby to continuously improve results and to achieve objectives of organization with the aid of control of policy and feedback of the result to subsequent financial year in order to achieve the optimal combination of QCD (Quality, Cost and Delivery).
http://www.japanqualitymanagement.com/totalleanadministration.html
Developing Leaders at Toyota
Lean Management JournalThe lean leader must possess the general characteristics and skills that we expect of effective leaders – painting a vision, getting to know what drives the people they lead, active listening, empathetic questioning, the ability to help people find a way to satisfy their needs etc. But there are some peculiar “lean things.” What are they?
Respect for people and continuous improvement. Respect for people means viewing them as long-term partners in the business that appreciate in value over time and then mining that value by challenging people to stretch themselves and grow. People who are unchallenged and stagnant, even if treated nicely, are disrespected. The way people can grow their capabilities is through participating in continuous improvement. Continuous improvement literally means making things better every day, sometimes taking big steps and more often taking small steps.
The starting point for a lean leader is managing from the gemba. It means the leader has to be where the thing of importance is happening. That could be where the customers are (e.g., using the product, waiting in a hospital), where the finances are being done, where the product is being built, where the product is being tested, where components are stored in inventory, and more.
Learning how to add value at the gemba To add value requires skills that include many abilities: To understand the process and see waste; To ask the right questions and understand the problems; To generate some ideas, but more importantly to draw out the ideas of those at the gemba; To be a role model for good problem solving; To have the skills in problems solving to be a role model and coach.
http://www.leanmj.com/2012/08/developing-leaders-at-toyota/
Computer-aided Lean Management for the Energy Industry
Albert Boulanger, John A. JohnsonPennWell Books, 2008 - Business & Economics - 380 pages
In this new look at energy business operations, an expert team of scientists and engineers provide a road map for transforming energy business capabilities to meet growth imperatives in an increasingly competitive global economy. Extended to the energy industry are the best practices in computational sciences and the lean management principles currently used in other leading manufacturing industries. Computer-aided lean management (CALM) methodology uses the common-sense approach of measuring the results of actions taken and using those measurements to drive greater efficiency.
In their new book, the authors examine how CALM methodology will enable future electric power smart grids with the efficiencies necessary to serve urban expansion. CALM can also serve the oil and gas industry as it deals with dwindling geological supplies and emerging renewable resource competitors. In addition, the book explores the introduction of CALM in countries, such as China, India, and Russia, that are the new business environments of the 21st century and are therefore less inhibited by the need to transition from legacy systems. Developing the business capabilities of CALM will dramatically improve the business operations of all energy companies.
http://books.google.co.in/books?id=jvIbpdTj9XoC
A Comprehensive Approach to Lean Management Transformation
Lean Business Management or Lean Industrial Management or Lean Engineering Management leads to better results compared to the earlier management principles, practices, tools and techniques.
Effective lean transformations or lean management activities yield major improvements not only in productivity, but also in speed, quality, customer loyalty, employee engagement and, most importantly, growth.
Attaining these results, and ensuring that the underlying changes endure at the enterprise level, is possible only through lean management’s comprehensive approach.
Rather than focusing only on “how the work gets done,” in operational processes, lean management transformation must addresses all dimensions of a transformation at once, recognizing that each provides crucial support to the others.
• Put the voice of the customer at the heart of the business.
Everything a lean organization does is to be geared to helping people in the organization work together in combination with the natural and capital assets of the organization more effectively to deliver exactly what customers value. So the managers have to understand what customers value in the company's offerings. Marketing management is essential to under the needs, wants and things they value in the company's offerings.
• Strengthen performance system (Organization).
Lean involves reshaping the roles of people and supporting infrastructure to make performance and targets more transparent, to ensure effective deployment of resources. , and to encourage root-cause problem solving.• Enhance organization and skills.
Lean shifts responsibility towards the front line, and demands new styles of leadership. These new roles and responsibilities must be clear, and require stronger mechanisms to developskills and capabilities at all levels of the organization.
• Influence mindsets and behaviors.
Lean management recognizes the need to magnify the commitment of all employees to improve continuously.• Make processes more efficient.
To fulfill a customer need from initial request through to completion, an organization will mobilize a whole series of processes and resources that cut across internal boundaries. Focusing on how value flows to the customer allows the organization not only to identify and eliminate waste in time, resources, and energy, but also to make a dramatic difference in customer experience.These five dimensions demand a reexamination of everything a current organization does, beginning with very basic questions, such as: what our customers value in our current products and what do they want from us in the future? The questions quickly become more focused, asking whether, for example, employees have the skills and perspective necessary to probe for unstated needs? Finally, the inquiry reaches the deepest issues, such as whether the sales staff believe that their approach to cross-selling is the right way to meet customer needs.
Related Article: Lean Systems Industrial Engineering
Source Lean Management: New frontiers for financial institutions, McKinsey Consultants
Videos on Lean Management by Jacob Issac Lowry
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Presentation by me (Narayana Rao) on Lean Management at Tata Steel on 14 Feb 2014
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Michel Baudin to
Narayana Rao KVSS
(In a Linkedin Topic)
For a description of Toyota’s management practices, try Yasuhiro Monden’s The Toyota Management System.
For a deeper analysis, Takahiro Fujimoto’s The Emergence of a Production System at Toyota.
For policies on Human Resources, I liked Terry Besser’s Team Toyota, which was specifically about the Georgetown plant.
For comparison with other companies in other industries, I would check out Eric Schmidt’s How Google Works.
Dave Packard’s The HP Way is also enlightening, even though the company has lost it.
1999
TQM Pitfalls
http://www.informatik.uni-bremen.de/agbs/jp/papers/tqmpitfalls.html
1994
The Limits of Lean by Cusumano
https://sloanreview.mit.edu/article/the-limits-of-lean/
McKinsey Quarterly
The Organization of the ’90s
March 1, 1992 | Article
https://www.mckinsey.com/business-functions/people-and-organizational-performance/our-insights/the-organization-of-the-90s
Remarks at Groundbreaking Ceremonies for an Addition to the Central Intelligence Agency Headquarters Complex
May 24, 1984
In two separate reports to you during the past 6 months, your Director has outlined an exciting new process of management reform and renewal. Your guidelines in this process are the techniques of modern management used at America's top companies, including many of the concepts outlined in the remarkable management and best seller, ``In Pursuit of Excellence.''
There has been a new emphasis on lean management staffs and, above all, establishing a consensus on the mission and the role of the agency. Underlying all this is a central insight: that, even more than material rewards, a chance to create, to build, and to put into action the shared values of an institution is the strongest inducement to human excellence.
The Freedom to Succeed with Less Managerial Direction - Lean Management
April 26, 1982
Therefore, if corporations want to keep such people contributing to them, they need to provide a climate of cooperation and freedom. Many have been leaving the big corporations as part of a boom in the creation of smaller businesses. In the realm of United States technology this has fostered progress , with potential benefits to the big companies, too.
But there are technologies, such as synthetic fuels, for example, where the bigness of a corporation might be a particular help to the entrepreneur. For to realize the dream dream means not only invention of a product or process but commercialization of it.
So the growth of intrapreneur centers within big companies would provide a useful comparison with the small businesses outside. Managements, of course, would need to ensure that the new centers did not actually worsen the bureaucratic and hierarchic drawbacks they are intended to lessen. It would be counterproductive to have them undercut the valuable movement toward leaner management systems.
But Japan has already shown how lean management is not incompatible with what amounts to intrapreneurship. Small work sections are responsible for tasks in factories. Many industrial components are made by small profit centers within large plants, as the Economist article points out.
Lean Management Jobs - Descriptions
Jan 24, 2022
Hillenbrand Operating Model - Lean Manufacturing Leader
🔍Batesville, Indiana, USA
NEW
📁Continuous Improvement📅Jan 24, 2022
Hillenbrand is looking for a Hillenbrand Operating Model - Lean Manufacturing Leader. We are open to hiring remotely for this position, or someone located in the greater Cincinnati area. As a Hillenbrand Operating Model - Lean Manufacturing Leader, you will partner with Hillenbrand’s Operating Company Segments to continually develop, promote, and strategically align implementation of the company’s business model designed to drive world-class results in customer satisfaction, quality, on-time delivery, customer-value, organic growth, and operating financial performance.
What you’ll do:
• Contribute to the definition and development of Segment’s long-term business strategy. Lead the development of the operational excellence plan in support of Segment’s overall strategy
• Drive and manage the and Strategic Deployment plan (SDP), including the development and review of key performance indicators (KPI)
• Drive a robust process and mindset around root cause and countermeasure problem solving in support of meeting company objectives
• Develop and lead Segment kaizen roadmap in support of Segment’s overall strategy
• Execute lean continuous improvement initiatives to improve on-time delivery, cost, quality, and safety through the deployment of VSM, standard work, pull systems, SMED, transactional process improvement, etc.
• Ensure deployment and develop/train capability in the use of the appropriate HOM lean and growth tools
• Develop and lead growth continuous improvement initiatives through the deployment of VOC, value selling, sales funnel management, value pricing, PLCM, rapid innovation, etc.
• Ensure that a depth of high-quality manufacturing talent exists throughout Segment. Assist in selecting, developing, leading, and coaching the team with the goal of meeting/exceeding targeted goals. Partner with HR to develop on-boarding materials, training, and rotational programs
• Partner with President and function heads to build and maintain a culture of continuous operational improvement that permeates all areas of the company
• Coach/develop site functional leaders and their staffs to identify, understand and implement lean manufacturing and growth best practices and achieve continuously improving levels of safety, quality, delivery, inventory, cost, innovation, and growth
• Other duties may be assigned
Supervisory Responsibilities: This position does not have any supervisory responsibilities.
Basic Requirements:
• Bachelor’s degree (B.S./B.A.) or equivalent from a college or university in Engineering, Business Management, or comparable field
• Minimum of eight (8) years of experience with Lean enterprise and Lean enterprise tools
• Minimum of eight (8) years of experience leading Strategic Deployment Processes, Policy Deployment, or similar breakthrough business processes
Great to Haves:
• Lean Six Sigma Green/Black Belt certification
• Lean/CI/OPEX certification or equivalent (IASC or ASQ preferred)
Who we are:
Hillenbrand (www.Hillenbrand.com) is a global diversified industrial company with businesses that serve a wide variety of industries around the world. We pursue profitable growth and robust cash generation to drive increased value for our shareholders. Hillenbrand's portfolio includes industrial businesses such as Coperion, Milacron Injection Molding & Extrusion, and Mold-Masters, in addition to Batesville, a recognized leader in the death care industry in North America. Hillenbrand is publicly traded on the NYSE under "HI."
https://careers.hillenbrand.com/hillenbrand/jobs/hillenbrand-operating-model-lean-manufacturing-leader-3572
Updated 23.3.2022, 9.3.2022, 7.2.2022, 13.1.2022, 13 July 2021
Pub 17 Feb 2014
Publication date: 2020-10-08
Lean Manufacturing Leader - Hitachi ABB Power Grids
Hitachi ABB Power Grids is a pioneering technology leader that is helping to increase access to affordable, reliable, sustainable and modern energy for all. We help keep your lights on, the factories running, our hospitals and schools open. Come as you are and prepare to get better as you learn from others. Bring your passion, bring your energy, and plug into a team that appreciates a simple truth: Diversity + Collaboration = Innovation
Hitachi ABB Power Grids is seeking an Integrated Transformer Manufacturing (ITM) Leader for its Jefferson City, Missouri location. This role is responsible for driving sustainable and transformational change across the extended Factory Value Chain, focused on ITM maturity and demonstrated improvement in Key Performance Indicators (KPIs), including Safety, Quality, Delivery, Inventory and Cost.
Your responsibilities
Partners with the cross-functional leadership team in developing and operationalizing the Strategy Deployment process and Operations Center approach. Facilitates development of breakthrough objectives, action plans, KPI s (Bowlers) and leads in development of Kaizen funnel to support the overall deployment. Lead in operationalizing Strategy Deployment, ensuring effective Factory Standard Work and a connected daily management system.
Change agent and champion of a continuous improvement culture focused on waste elimination across the organization using ITM lean methods, processes and tools, such as 5S, Daily Management, LSW, VSM, Kaizen, TPM, etc. Lead all activities in the organization to implement the ITM system and drive improved maturity assessment process to advance the organization through the ITM phases of deployment. Closely monitors ITM Maturity Assessment results and facilitates implementation of actions to lead the organization through the maturity phases; drive to the ideal state of ITM is how we run the business.
Drive optimization of KPIs around Safety, Quality, Delivery, Inventory, and Costs. Facilitate the integration of the HSE and Quality Management system into the ITM system for the organization. Lead and facilitate Cost Take-out for the organization and partner with the extended cross-functional organization on overall use of ITM tools to drive cost-out and productivity. Develop Financial acumen to ensure priority actions are focused on driving the right improvements in the organization, impacting the bottom line.
Create, manage and facilitate the development of Cost-out and productivity projects across the business to achieve targets. Facilitate and train team members in utilization of RELEX reporting of Improvement projects. Ensure effective sustainment of results and support problem solving (Root Cause Countermeasure) as needed to close gaps to targets.
Build continuous improvement capability through training and implementation of ITM tools and methods. Be the expert on the ITM system, with focus on training and coaching others to build capabilities on the tools and methods. Build a Coaching culture across the organization with focus on Employee Engagement and Accountability. Combine technical knowledge with people and organizational skills to deliver organizational maturity and KPI improvements.
Your background
Bachelor s Degree in Engineering or Business and 10+ years of experience in areas of manufacturing, engineering, materials management, quality and/or process improvement
Candidate must already have a work authorization that would permit them to work for Hitachi ABB Power Grids in the United States.
MBA with 5 years of experience in an Operations Leadership position preferred
Six-Sigma Certification preferred
Track record of delivering breakthrough results impacting the bottom line
Developing strategy and translating into actionable plans & driving sustainable change through influence
Experience in challenging conventional thinking, approach and methodology and driving improvements, and the ability to lead teams through influence without authority
Experience working with one of the following: Toyota Production System, Danaher Business System, Honeywell Operating System or similar
https://www.hitachienergy.com/career/jobs/details/US50040309_E2
Ud. 4.9.2022, 25.8.2022, 18.8.2022
Pub 23.3.2022
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