The application of Lean and Agile tenets embrace simplification.  Due to growth and efforts to improve an operation, an enterprise often tends to become unnecessarily complicated.  

In order to streamline your operation, you need to understand how your systems interface with each other.  To simplify an operation you must focus on the process by which you run your business.  Every operation is dependent upon the integration of essentially six major elements of your operation, including: 

• Facility 

  • Size

  • Configuration

  • Operational Layout

• Operational Processes 

  • Procedures

  • Execution Effectiveness 

• Software 

  • Business 

  • Order Processing 

  • Inventory Management

  • Shop Floor Management 

  • Cross Compatibility  

• Mechanical & Electrical Equipment 

  • Computer Systems  

  • Material Handling Systems

  • Storage Systems 

  • Data Collection Systems 

• Management Objectives 

  • Strategic Planning 

  • Long Range Planning 

  • Quality Objectives

  • Profit Objectives 

  • Growth Objectives 

• Personnel 

  • Capabilities  

  • Training  

  • Supervisory Effectiveness  

  • Communications 

Incremental improvements made over time influence the effectiveness of an operation. An improvement in any one of the six major elements affects your enterprise. Many small  improvements made over a period of time can actually reduce operation efficiencies of the enterprise. It may happen so slowly that it becomes nearly impossible to detect.  

1. We must be sure of the effects a change will have upon integration within the facility and upon the upstream and downstream operational processes. 
2. We must ask if the existing software packages can support the change. 
3. We must determine if  the mechanical and electrical equipment support the increased productivity.
4. We must be sure any solution supports management's objectives.

We must be absolutely sure a solution is within the technical capabilities of the people charged with producing the end result.   

Making changes and improving a process is relatively easy.  Seeing "spot" improvements is energizing.  Changing the "culture" within and organization and then sustaining  that continuous improvement mentality is however, difficult.  Management must be thoroughly committed to a long term strategy. 

What are the rewards?  Here are some typical five year results.

·         75% to 100% productivity gain* measured as value added per associate through waste elimination and smoother, rhythmic processes.

·         More than quadrupled the inventory turns*  work-in-process inventory is usually the first one affected, typically 50% to 705% reduced, followed by raw material reduction, and ultimately leading to reductions in finished goods inventory.

·         50% to 100% sales growth* through improved quality and customer service.  When customer learn they will receive their orders on time and complete every time, the word spreads to other customers and other markets. Additionally, as the quality and the customer responsiveness improve, and are proactively leveraged, market share improves. 

·         30% to 50% space reduction* Lean manufacturing cells require much less space for production as well as much less space for inventory in various stages of conversion. 

*exerts taken from the book "The Perfect Engine" by Anand Sharma and Patricia E. Moody.

The results have been outstanding!

75% to 100% productivity gains

More than quadrupled inventory turns

50% to 100% sales growth

30% to 50% space reductions