Juice Maker -Lean Synchronization -
This is a quick introduction – example to “lean synchronization” practices in the field of processes
I love natural fruit juices. Good natural fruit juices are hard to find (if your mother is an authentic –freaking- naturist and showed you all possible consequences of drinking processed drinks) because it is alleged that if the juice waits sited in the table for more than 10 minutes after been extracted from the fruit, it loses all its natural benefits.
So, almost all of the places where I can find juice have several jars of juice already filled “to be ready to match demand” so of course it has no benefit to drink that way.... (apart from the pleasure of its taste)
During my MBA operations lessons we had a workshop in which we were taught about lean synchronization. It was a very physical activity in which the main concepts were clarified in a very simple way, making the learning sticky for the class. –or for me at least-
It was time after I came to Singapore when I finally found a little and simple fruits and juice merchant selling natural fruit juice “Just in Time” so juice lovers can get ALL the benefits offered by nature...and it was while waiting for my drink that I found a clear example of lean sychronization in the way these couple manages their work.
Here my enlightening momentum when waiting for my natural fruit juice in Singapore.
http://www.youtube.com/watch?v=8ZsdcJByc8Q
I explain a bit about the subject after it. For further details, you can find plenty of lean experts who offer way better detailed explanations and information about it. This is an introduction and an example only.
Lean Synchronization:
Lean synchronization has the aim of achieving a flow of products and services to the market that always delivers exactly what customers want, in exact quantities, exactly when needed, exactly where required, and at the lowest possible cost.
It is important to say that it is the “aim” and not the “fact or achievement of....” because it is a never ending journey to a perfect synchronization flow more than it is an abrupt dramatic change in the operations of an organization.
This is a philosophy that:
o Eliminate waste (any kind: resources, time)
o Involves everyone: administrative, operational , strategic people
o Fosters continuous improvement
This includes a set of lean techniques like
o Type of design of the process,
o layout of the assembling “line”,
o utilized technology, visibility, etc
Because it is a philosophy, it will keep looking the ways to get better and better.
This operations practice was originated in Toyota’s factories so it is also called Toyota’s way or “Toyotism”.
The main objectives when fostering this operations philosophy in a company are:
o To have an immediate response to market
o To exactly match the requirements from customers
o To avoid wastage
o And to reduce inventory.
The way companies deploy lean practices is by producing products or services only after they have been ordered by the market. This has two very important implications:
o Underuse of installed capacity –capacity is not used at 100% if the market doesn’t require it, but it brings the benefit of reducing inventory levels which is very costly, and thus increasing efficiency.
o The Work in progress (WIP) is highly reduced.
Lean practices are based on simplicity, making the process very easy to understand and then to follow, so making a process very “visual” is part of lean synchronization. Thanks to this visualization of the process, the sources of waste can be easily identified and thus combated.
Another feature of lean synchronization is the benefits brought to the line workers. This because it seek to make everything easier or simpler, so for example...if there is an activity that requires to be repeated several times in exactly the same way, lean methodology will bring technology in to the process by automating that precise activity so human workers don’t get over busy (and physically damaged probably) as a consequence of this repetition of movements. Same for heavy lifting or long movements. In this case, assembling “lines” may be converted in assembling U’s so the workers do not have to walk long distances during the process.
This way, the use of space and resources gets improved. Which is one of the roots of the philosophy, to make the process more effective.
Lean Synchronization is a mix of Just in time practices and conventional management (such as Taylorism and the movement aspects of his research). The goal is going simpler and simpler. And those faster.
Some benefits are:
· More flexibility towards Market demands –I want it red, I want it plane, etc
· Operational decisions can be made (faster results) no need to upgrade the issue
· Allows employees to do rotational work –because it is simple and visual- and with this, reducing monotony and potential psychological damage (as it has been claimed for some affected line workers) when doing extremely repetitive jobs for long time.
So in the video we could see.
· Movement reduced – use of space-
· Everything is visual –previously chopped fruit in organized shelves
· Use of physical tools –cups, tops, and fruit shelves- juice maker doesn’t do heavy physical work –no bending, no lifting, etc-
· It can respond to market needs immediately matching demands –flexibility-
· No inventory –my juice was absolutely FRESH!-
· Communication between marketing – production is direct and fast, thus clear and effective
· Pull control principles, after stage 1 passes the WIP to the stage 2, it (stage 1) doesn’t give any more WIP until stage 2 is done with the previous work given by process 1. In this case, stage 2 (the lady) do the packaging.
Mainly this is a post to show how sometimes things in business can be simple, and how complex we want them to be. Is just about experiencing the process and keep our mind open.
Now, as my professor Stuart Chambers told me after I thanked him for the interesting module he taught: Yes yes, ok! Now go and do good things!
See you soon.
With information from “Operation and Process Management” Second Edition Slacket al. Pearson.