1 – Integration of Lean in business strategy 0.5 2.0 AS Ltd business strategy is encapsulated within its Quality Management Systems (QMS). At this moment in time there is nothing referenced for continuous improvement using lean methodology within the QMS, John Smith is aware that it requires incorporating into the QMS. As AS is a small to medium sized company it has the ability to be agile and the moderator sees no reason why the QMS and any other Business Strategy documents cannot set out explicitly how lean will play a part in delivering improved business performance. Clearly, the details of Lean deployment will be covered in AS’s Lean Strategy and Lean Deployment Plan. The moderator is seeking to see here that a company has a continuous improvement culture. Note this does not mean an innovation culture which is slightly different, but a culture where every employee comes in to work just to make things that little bit better every day. Complete Lean Business Plan AA Lean Business Plan Develop overall Business Strategy. Must be interlinked to Lean and QMS. Include SMART targets in the business strategy. JS Business Strategy document Roll out and brief relevant parts of the plans to all AA All employees become fully aware of the Business plans and are clear of the intended changes to the way the business operates Review QMS – ensure Lean methodology and continuous improvement are incorporated and implemented. Set continuous improvement targets and monitor progress against these. BB A bespoke QMS fit for the intended growth of the business Carry out introspective bottom-up review of the way the business operates JS / AA An honest reflection of where the businesses strengths and weaknesses lie. Develop an open and honest culture where employees can share success and learn from underperformance 2 – Lean Leadership and Engagement 0.5 2.0 Some members of AS senior management team (SMT) have had exposure to Lean, but the moderator believes that a fresh unified approach should be taken and the SMT should all undertake the same lean training to cement a lean deployment bond. However, the moderator advises that clear objectives must be given to members of the SMT once they have been trained and what they will be expected to deliver within their SMT undertake Lean Training. Once SMT are trained then begin to roll out training to other employees. Target training 25% of the employees per annum. SMT to also self-study – “Lean Thinking” by Womack and Jones is recommended. JS SMT understand the principles of Lean and how they can implement it into their daily activities
7 – Organisational coverage, activity and capability 0.5 2.0 Some members of the organisation have received lean training to varying levels. However, this has been on an ad-hoc basis and now requires to be formalised under a Lean Strategy. The AS Lean Strategy will address all the aspects of organisational coverage and identify the business needs for Lean deployment, the training required and how the deployment will be sustained. Lean Training to be undertaken by SMT. JS SMT understand the principles of Lean and how they can implement it into their daily activities The Lean Champions will set up working groups with a cross section of the workforce to review and address all sections identified for improvement. The working groups will all receive Lean awareness training in line with the company training matrix. AA / All A more open culture between internal businesses. All parties will have a better understanding of others issues and challenges. A more focussed business aware of its challenges. All individuals will feel involved in the Lean transformation Hold an engagement workshop with all employees following the Christmas break. Use this to formally introduce the Lean concept to all. Take the opportunity to roll out some of the new HS&E policies and procedures such as start of shift briefings. Take up Neal’s kind offer to attend and explain HE’s need for Lean SME’s like AS. JS / AA All employees leave with a clear and concise vision of the Lean journey the business is embarking on.
Instigate monthly meetings with key asphalt suppliers to discuss and implement Lean strategies. AA / BB Share good and bad experiences, learn from each other and drive out waste Continue discussions with key plant suppliers around more efficient tippers, plant, etc. AA / CC Share good and bad experiences, learn from each other and drive out waste