1st Edition

The Four Components of a Fast-Paced Organization Going Beyond Lean Sigma Tools

By Robert Baird Copyright 2014
    228 Pages 29 B/W Illustrations
    by Productivity Press

    If you examine the characteristics of successful organizations, you will find that speed is a common denominator. Once there is a focus on speed, industry-leading improvements follow, momentum is created, and employees become further engaged to continue executing the strategy.

    The Four Components of a Fast-Paced Organization: Going Beyond Lean Sigma Tools examines the components that must be in place for manufacturing and service organizations to achieve world-class business results at a rapid pace: leadership and mentoring, process design and visual value streams, organization structure for sustainment, and fast knowledge sharing.

    The book illustrates the author’s experience working on a special Lean Sigma transformation at an organization going through a market alteration and having to consider outsourcing production to low-cost countries. It describes how the four key components helped the company achieve a doubling of productivity, a 75% improvement to its yield, and on-time delivery above 90%.

    Outlining a simple, yet effective, implementation plan, the book supplies valuable guidance for Lean practitioners and organizational leaders on what needs to be done after Lean Sigma. It presents only the necessary information to allow you to dive right in to proven methods without having to waste time sorting through unnecessary details.

    We all want a culture of continuous improvement, learning, and customer orientation; and this is what the four components can help you achieve. Follow the implementation steps outlined in the text and you will be on your way to developing and refining these characteristics.

    Component 1: Leadership and Mentoring
    Leadership Going Forward
    Leadership Responsibility
    Transformational Leadership—Eliminate "Us and Them"
         Activity 1: General Communication Meeting
         Activity 2: Management Gemba Walk
         Activity 3: Executive Leadership Visit from Corporate
         Activity 4: Problem Solving Session
         Activity 5: Quality Issue Stopping Production
    Partnerships Must Be Win–Win
         Recent Examples of Layoffs
         Top Three Companies to Work for in 2013
         Add Value to the Organization by Developing People
    Customer Orientation
         Supporting Sales and Service Staff
              Form an Operational Team and Customer Teams to Jointly Work on Process Improvements
              Effectively and Directly Communicate Customer Requirements throughout the Value Streams
              Form an Operational Team and Sales Team to Ensure Service and Quality Improvements
    Management Steering Team
         Management Steering Team Members
         Management Steering Team Implementation
              Implementation Steps
    Tiered Gemba Walk
         Effective Communication
         Tiered Gemba Walk Implementation Steps
    Something about Change
           Something about Communication
              One-Way Communication
    Effective Communication within Organizations—Influenced by the Structure
         Something about Bottom-Up Approach

    Component 2: Process Design and Visual Value Streams
    Manufacturing and Office Cells
    Manufacturing and Office Cell Implementation Steps
    Streets and Avenues Layout
    Supermarket Pull System
         Functionality of Supermarket System
         Supermarket Implementation Steps
    Lead Time Reduction—Customers Demand It
    Everyday Examples of Using Little’s Law
    Process Metrics
    Quality System
         Zero Defect Process: What Stops Us?
    Lean Quality Control
         Statistical Process Control
         Process Supplier and Customer
         The Purchasing Department and Supplier Quality
         Scrap Box Review
         Zero Quality Discovery
         Human Error
    Self-Directed Teams Prevent the Weakest Link
    Process Improvement within the Office
         Eight Office Wastes
         e-Mail Waste
              Practicing Lean e-Mail
         Some Time Management Tips
         Effective Meeting Tips
         Lean Office 5S Tips
    Government Processes and Lean Techniques for Improving Flow
         The Use of Takt Time and FIFO
         The Pacemaker Process

    Component 3: Organization Structure for Sustainment
    Organizational Culture for Engagement and Creativity
    Organizational Structure Suppressing Improvement
    Self-Directed Team Organization
         Shop Floor Self-Directed Team Definition
         Implementing Shop Floor Self-Directed Teams
         Shop Floor Self-Directed Team Process and Requirements
         Continuous Improvement Responsibilities
         Team Process Improvement Metrics
         Self-Directed Team Decision Making
         Management Steering Team Establishes Standard Work for Team Reviews
    Team Stability
         Standard Work Improvement Responsibility
         Management Steering Team to Establish Team-Based Reward Systems
         The Mission Is on the Single-focus Strategy
         Getting the Implementation Started
    Team Empowerment
         Self-Directed Team Member Career Path
    Waiting The Greatest Waste of All Self-Directed Teams Can Resolve
    Supervisor Transition to Team Facilitator
         Supervisor Transition Implementation Steps
         Self-Directed Teams: A Culture of Engagement
    Team Member Fundamental Training
    TWI Structure
    TWI Structure Implementation Plan
    Harada Method
         Principles of the Harada Method
         Harada Method Steps to Self-Reliance
    Jishu Hozen (Autonomous Maintenance)
         Review of Past Repairs
         Identification of Repairs and Training of These Tasks
         Follow Up on the Effect
         Jishu Hozen Implementation Plan
    Lean Sigma Structure
         New Product Introduction
    Dynamic Process Improvement (DPI)
         Self-Directed Teams
         Dynamic Problem-Solving Process
    Visual Management
    Stop Worrying about the Outputs

    Component 4: Fast Knowledge Sharing
    Worldwide Accessible Process Database
    Process Standardization
    Social Media
    Succession Planning
    Break Down the Silos

    Lean Sigma Tools
         Brainstorming Rules
    Process Steps to Zero Quality Discovery
         Required Resources
         Accompanying Lean Sigma Tools (Preproduction Run)
         Process Steps
         Machine Green Zones
         Measuring the Maintenance Technician
         Involvement in TPM
         Process for Implementing TPM
    Value Stream Mapping
    Statistical Process Control
         The Key Steps in Starting SPC
    Single-Minute Exchange of Dies
         SMED Implementation Steps

    Glossary of Terms


    Robert Baird has practiced successful applications of Lean Sigma globally for the past 20 years, including three complete Lean Sigma transformations. Each transformation achieved world-class business results. Baird worked for Schlumberger Oilfield Services for 20 years, holding various management positions. He then transferred to Gemalto and worked there for 14 years, holding top management positions including vice president of operations and global world-class enterprise manager. Baird is currently founder and president of Lean Teams USA consulting firm. He has introduced and supported a global Lean Sigma strategy for business results with his work in countries including Brazil, Canada, China, Finland, France, Mexico, Poland, Singapore, the United Kingdom, and the United States.