Manufacturers have responded to the global pressure to drive down per-piece production costs with a variety of programs based on lean production concepts. Typically, these programs have proven themselves to be challenging to adopt as a result of the considerable impact on culture within the organization. Adoption of lean principles is a lifelong journey for a manufacturer and requires a number of elements to be in place before success can be achieved: executive support, education and knowledge sharing, and a strong commitment to success.
One of the principle stumbling blocks for these manufacturers is achieving the culture and discipline that affords an understanding of the current situation in their facilities and learning ways to apply that information to drive out waste and inefficiency. There are many tools available in the marketplace to support lean initiatives, but the tools, by themselves, are not sufficient to drive real change in an organization.Achieving an accurate understanding of the real situation on the shop floor is at the heart of any lean program.
Read this informative white paper on how a Theory of Constraints methodology combined with a new type of supporting technology can be successfully applied to deliver rapid but long-standing improvements. Loaded with case study material it points to a pragmatic focus on continuous improvements that will have the greatest impact on overall productivity.