A final and important challenge was the creation of the Al Romansiah Lean team. Starting out as an unconfident and partially change resistant group of people, they evolved into a proactive and autonomous team that is now able to deploy improvements by themselves. This was achieved through training, coaching and, above all, by proving that Lean works through successful implementations.
Surveys of customers before and after the implementation of improvements showed a clear increase in customer satisfaction. Happy customers are the healthiest factor a business can have — at Al Romansiah this was achieved thanks to the vision and efforts of their management and staff in accepting and executing a successful Lean Management transformation with Four Principles. The application of Lean brought standardisation of processes and a reduction in work content. Al Romansiah was immediately able to re-deploy the freed-up resources and three further new restaurant branches were opened without hiring additional staff.
Business was so successful that the chain now numbers 21 branches and has recently launched a side business called Al Romansiah Express. He can now also rest assured that he will not be hearing from the police about road congestion in front of his restaurants!
This includes personalizing content and advertising.
Another gem was how they overcame the resistance to applying TPS to software development. If you are going to deny it, you must present a different idea.
- The Oxford Handbook of the History of Linguistics (Oxford Handbooks).
- I Have Awoke (Moments In My Mind).
- Evil in Our Midst: A Chilling Glimpse of Our Most Feared and Frightening Demons?
- Experiment In Love.
One of the kaizen leaders from Fujitsu also made an interesting distinction between kaizen and kaikaku. Kaizen on the other hand is many continual changes you make daily. TPS is kaizen, not kaikaku, so there is no ending. Given the highly technical nature of production and engineering job roles, teams were unable to see the necessity in sitting together to discuss what they felt they already knew.
Cook Up Some Change; Kaizen Recipes for the Lean Office
A multidisciplinary team was chosen, consisting of representation from operations, maintenance, engineering, TRACC consultants, continuous improvement and finance. All members of this kaizen project team were part of the TRACC pilot implementation, and were therefore familiar with the K-Lean philosophy.
With the processing line being capital-intensive in nature, the kaizen was twofold: Firstly the team performed a Final State Analysis, and then an SMED exercise in order to stabilise the processing line to keep up a consistent volume. One of the largest contributors to the problem was machine stoppages: A conveyor belt on the processing line was experiencing food build-up on the belt.
Stoppages occurred at one day hours per seven days of production so that teams could clean the belt. Once the team put their heads together, the learning was exponential. Engineers could learn about specific machine issues from the machine operators, then use their technical know-how to come up with solutions. Together they found a new type of conveyor belt that food did not stick to. Once they discovered this, they redesigned all the conveyors on all the pipelines and this made cleaning times quicker and machine stoppages shorter.
Kellogg's kaizen spells success in a product relaunch
After this exercise, teams no longer saw themselves as separate departments with three separate job functions, but as a multidisciplinary team who were working towards a common goal, and who were capable of better results when they worked together. They now understand how their roles interlink and are continually finding ways within the system to improve. Results By week two of production — the first week of the kaizen exercise — the production line managed to produce their targeted amount on two days of that week.
By the third week of production they were consistently delivering on their production volume targets each day. Teams continued to meet to make minor improvements and adjustments in order to keep these production volumes sustainable. This resulted in delivering the new product to market on time, on schedule, with not one store experiencing empty shelves during the changeover.