After all the hype about how beneficial these methodologies would be in reducing costs and improving production, it seems it was all just that – hype. And now they have got to that critical point in their own life-cycle where they have become “the Norm” – If you are not using them, supposedly, you will fail or be shipping out cash by the truck load in inefficiency and waste.
Then again there are attributes that are worth using, they worked for Toyota and GM – that must carry some weight.
It seems that the old adage “…all your eggs in one basket” can be used here too. If you put all your resources into improving the systems, you are probably missing the people aspect. Does your company have someone that integrates all improvement opportunities or is this left for the CEO,Dir,GM?
Has your company had issues with processes and wondered why the Improvement Plans did not work? Did your company have people that feel dis-enfranchised, or have a grudge or actually want to feel they own their job but the process has taken it away.
Any improvement program must FIRST deal with the staff, the workers, the ones that can make it work – or fail. Yes the improvements are to all about making money but this can only be done with the staff on your side.
If all improvement plans are coordinated and integrated including staff participation and engagement to the full then culture changes, improvements happen, customers come back.
So the point is: tools do work but you need to ensure the workshop has the right culture and the right people are taught how to use the right tools – from the top to the bottom.
Get the right change for your dollar.