Team Ownership of Lean Initiatives, Drives Sustainable Improvement
New owners had taken on a pipe manufacturing business that had been operating successfully for 75 years. These new owners were committed to investing in Lean processes and recognised the need for Lean training and engaging human resources to realise the benefits of their investment.
The business had 200 employees and a production cycle running 24/7 in four shifts. However, staff members were simply coming to work each day, doing their shift and then going home. They did not own the processes and were not empowered to identify and implement improvements.
The business had a top-down approach. For example, only management were authorised to “pass” or “fail” non-conformances so production could grind to a halt when management were not on site. Similarly, operators were not the authorities for defining and classifying scrap and “scrap” was costing the business significantly.