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| Training and Education in a Lean EnterpriseAugust 1, 2004 As we have outlined in previous
articles, the success of Toyota and other world class manufacturing
organizations is based on creating a continuous improvement culture. One key
element to achieve this culture is proper training and education. The mistake
most organizations make is rolling out training at the management level, hoping
to instantly create the Kaizen culture. In the eyes of the factory floor
workers, it is just another system imposed on them. Training and education needs
to be conducted at every level of the company. One of the fundamental pillars of the
Toyota Production System is very simple: continuous improvement, getting to the
root of the problem, and respect for line workers. This system taps into the
knowledge and insights of the team members. The team members receive continuous
training and are given responsibility. This respect for the worker is key to
gaining their involvement in continuous improvement. We recently completed a training project
that is a prime example of this type of culture. The organization decided to
invest in 5S training at the line level. The company is located in Southern
California and has a predominately Hispanic workforce. A decision was made to
conduct the training entirely in Spanish, including all training material.
Training was conducted in groups, with each group representing a different
product line. Each week a different group of line workers were involved in
classroom and “hands on” factory floor training. The workers viewed the
training as a sign of respect, and word soon spread throughout the plant. As
training progressed the excitement built and the results were amazing. As
training commenced for the last group we noticed numerous improvements had
already been implemented on that product line. The excitement is now spreading
into all areas of the organization as everyone looks for ways to improve his or
her workplace. This is just one example of a trend we
see at many organizations. In the eyes of everyone involved, the company is
making an investment in him or her. The results the company realizes are higher
quality, increased production, and better employee morale. The walls between
management and the worker are torn down, and continuous improvement becomes a
way of life. When a company begins a Lean training program, the key to success is to get everyone within the organization involved. Develop a company wide training and deployment plan that will build excitement and create a continuous improvement culture. Click here to subscribe to our free e-newsletter Learning to Lean and receive three articles like this one each month. About
the Author David McBride is co-founder of EMS Consulting Group (http://www.emsstrategies.com), a Carlsbad, CA based engineering and management consulting firm. David has a BS in Mechanical Engineering from Ohio State University. He has a successful track record in the development and implementation of FMEA and Design for Manufacturability programs at several organizations and has greatly reduced Manufacturing costs through the utilization of Lean Manufacturing, Kaizen Events, and Manufacturing System Analysis. He has also been highly successful at developing and executing New Product Introduction processes, and Staffing and Capital Equipment Plans. To contact David about this article, send an e-mail to davidm@emsstrategies.com. | ||||||||||||||
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