Good communication is required for rapid innovation. The goal is to reduce costs by removing waste and non-value added activities. Lead-time reduction aids the customer in getting product when needed while setup reduction allows for quick turnaround without wasteful inventory. Developing value steams shows the process in steps to find where the waste is. Mapping is the quantitative tool used to measure success and future improvement.
Many companies find it useful to hire consultants to train their people in the new methods.
Seminars give companies an opportunity to learn how the new approach applies to them. Chapter 45's fall seminar will focus on just in time as a tool to benefit cost, quality and inventory. Attendees will learn how to take time or producing at the customer's purchase rate is the cornerstone to one-piece flow. Producing ever smaller quantities results in true pull scheduling - replacing only product that has been used. The lean enterprise requires a shift in culture but insures the continued success of the business.