They likely need one, if a business is contemplating hiring a lean manufacturing consultant. Precious time will probably be lost, when the expertise does not exist within the corporation until the lean manufacturing consultant is hired, and money spent unnecessarily.
Can the in house expert carry through the lean implementation plan within budget and the required time frame? Furthermore, will the expert receive the direction commitment that is compulsory to implement lean manufacturing?
It is common to see a consultant is hired by organizations and commit the resources that otherwise not be committed. Is that fair to the in house advisor? If it takes an exterior lean manufacturing consultant to establish a system of huge waste elimination and value creation, does it actually matter in the future?
From a corporate view, all that matters is worth is done and that the waste removal happens.
Sure, one reason is the corporation is paying for services so it’s more compelled to make the most of it. Additionally, unless the lean manufacturing consultant is definitely going to be paid to drift around, a concerted effort will be most likely made by the corporation to execution.
If the organization has an in house lean manufacturing expert and top management commitment, the single motive to employ an outside lean manufacturing consultant would be for ideas or additional resources. A superb outside advisor has seen many improvements in numerous kinds of organizations with different products. The adviser has undoubtedly witnessed or been involved with a few failures, and therefore has got the experience as well as knowledge to avoid or minimize it.
In finding out the need for a lean manufacturing consultant, the first step is an operational analysis. All aspects of the organization should be assessed, including manufacturing, maintenance, engineering, transportation, buying, government, and sales. The size of the waste should be quantified.
Upon completion of the assessment, the need for a lean manufacturing consultant will become see-through.
It really is crucial for the organization and managers to keep an open mind. This can’t be mandated, but encouraged through examples that are written, benchmarking visits to and from other firms with successful lean manufacturing implementations.
It’s not unusual for a good lean manufacturing consultant to lessen cost of good. This extremely sizeable multitude really should not be shown to the complete organization. It should not be hidden, but any large number would bring fear into the organization.
All lean manufacturing implementations needs to be preceded with a promise of no job loss as a result. The company should be hones about place removal, job mixtures, and waste removal and up front, but should also commit to keeping all employees through the process.
Obviously, potential outside situation wouldn’t normally allow a guarantee, but if a corporation wants absolute involvement and maximum success, they are going to not put people out of work as a direct result a lean manufacturing initiative.
Those employees should become section of the 5S or kaizen teams, when places are eliminated through lean manufacturing tools. This only increases the resources and focus enabling more waste elimination.
Nearly all successful lean implementations will cause company growth, enabling the workers that are displaced to again become direct work.
When companies “do the right thing”, they may be almost always rewarded. Devotion that is pervading and the excellent esprit de corps will fuel merchandises, added company, or marketplaces.
Daryl Green