2/14/11...Just got through leading my second offical Kaizen Breakthrough event. I enjoyed it immensly. There is something very satisfying about facilitating/leading a group of 9-12 people and creating something from scratch, especially when those on the team all come together towards a common goal. This event focused on Leader Standard Work and MDI (Managing for Daily Improvement). The objective was identifying standard work for the team leads, supervisors, value stream manager, and plant manager. Once the tasks were identified, then visual controls were setup to help ensure the tasks were being done, and that abnormalities in the process were being worked on.
Traditional manufacturing is very much about firefighting at the team lead and supervisor level. In Lean, firefighting is acknowledged but a system is developed so that there is a proactive component once the fire is put out.
Once the tasks are identified along with frequency, and the visual controls are in place, then a tier 3 or daily walkthrough occurs to ensure the system is working as it should every day.
Also, what happens when a team member's poor penmanship is misinterpreted by other team member's? In this case, a very funny team name.
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