Share the lean manufacturing knowledge

Most manufacturers recognize the value of applying lean methods and techniques. Many understand the value in pursuing the lean philosophy as a foundation for running the business. This represents a major break for traditional organizations that still tend to limit the information and knowledge shared with the workforce.

If you tell the workforce—be they machine operators, material handlers, technicians, supervisors, or anyone else—only the bare minimum of what they need to know, then you are probably leaving lots of improvement potential on the table. For example, the machine operator is instructed to perform certain operations at a rate of 10 per hour, but the operator really isn’t exposed to the upstream and downstream processes. He does not understand how his work fits into the bigger picture. He does not understand how his work affects the customer.

In short, the operator is working in a knowledge vacuum. Let’s explore how and why to take the workforce out of that knowledge vacuum.

Case for Sharing Knowledge Liberally

In the old days managers did not share information freely with the workforce because, among other reasons, they felt that the information would no longer be secret, the worker would gain too much power, and the knowledge might be shared outside the company. This was a world of discrete, independent, stand-alone processes with a lot of inventory, both within the company and throughout the supply chain. Everyone depended on snail mail, phone calls, and faxes—no Internet, social media, or any other form of widespread, instantaneous communication. In this world, working in a knowledge vacuum was OK.

Not so today. So what has changed from the good old days? What should prompt business leaders to take a fresh look at sharing information and knowledge? Here are several examples that illustrate why sharing knowledge is a good thing to do:

• Better decisions. Today’s business moves at much faster speeds than in the past. Decision-making is pushed down as deep into the organization as possible. If workers are provided knowledge, they will make better decisions.
• Better flow. Organizations and processes are getting streamlined. Streamlining creates faster flow and shorter throughput times. Supply chains are getting more integrated. As a result, every person in the workforce has a greater effect on whether an order ships on time. In this environment, workers need good information to be effective.
• Employee engagement. The old command-and-control way of directing the workforce is out of date. To be engaged, employees need to have knowledge, use their brains, and understand what is going on around them. An interested and engaged employee will add great value to the organization.
• Profitability. Sharing knowledge will help the organization deliver superior performance. One measure of performance is profitability. How can sharing lean knowledge drive profitability? Fewer mistakes; quicker responses; and fewer layers of checkers, inspectors, and lead people … just to name a few.

A business case can be made for sharing lean knowledge deep into the organization. This will be a big change for some companies and a subtle shift for others. But at the end of the day, it makes good business sense.

Let the Sharing Begin

Let’s focus on a range of examples, from specific lean knowledge (tactical) to general knowledge (directional), that can help everyone make great decisions and drive operating results. Think about how each would apply in your organization.

Takt Times and Cycle Times. Takt time describes the pace the operation needs to run to meet customer demand, and cycle time describes the pace the operation is actually running. Both are essential for the operator, supervisor, and scheduler/planner to understand. How can management hold these people accountable if they do not know what is expected?

Costs and Cost Impact. Financial information can be tricky. Some companies share such information openly, and others are more protective. In either case, think about the power such information gives a front-line employee who actually does the job that eventually produces those financial results. Share enough so that the person understands the value of, for instance, the punch tooling, the financial effect of having a punched hole with poor edge quality, and the cost of rework. Front-line workers, including those who select the tooling and set up the machine, can have control or at least influence these costs.

Master Schedule and Daily Scheduling Information. If you share scheduling information with the people doing the work, they then can understand the rhythm of the operation, why certain decisions are made about the sequence of jobs, and how setup time reduction opens up capacity. The more the person understands the work load coming at them, the more likely the person will be able to make the schedules work.

Best Practices and Standard Work. Many companies document best practices as a way to preserve and protect process knowledge. Best-practice documentation goes hand-in-hand with standard work documentation. This knowledge should be shared deeply with everyone who performs a specific, documented operation. Employees also should be audited against the standard work to reduce process variation.

Manufacturing Strategy. Is an aggressive lean initiative or process improvement part of your manufacturing strategy? If so, do your employees know this? Do they understand what it means to them and how they will play an integral role in executing it? If you are in a leadership role, how do you know whether employees understand this? Do they really know, or do you just think they know? The more employees understand the strategy, the more they can be active and committed supporters.

This list is far from complete, but it provides enough examples to illustrate the kinds of information that will enable employees to be active players in the company’s success. Don’t let them be passive bystanders.

Why Sharing Knowledge Is Necessary

The “old days” might make those of us with gray hair nostalgic. But what has changed that makes it necessary for companies to take a critical look at how they share knowledge today? The following examples provide some insight into why this is an important topic for everyone who is on a lean journey.

More Demanding Workforce. The dynamics of today’s manufacturing business (sophisticated equipment, streamlined processes, and demanding customers) require that the leadership use all resources wisely. This includes using the skills and capabilities of the workforce to everyone’s advantage. Our workforces demand to be treated as skilled contributors—and the better knowledge they have, the better they can contribute.

More Sources of Information. A lot of information can be overwhelming. Our machines, processes, and systems generate both historical and predictive data. Industry and competitor news is communicated broadly and quickly via social media and the Internet. Those who consume information quickly and learn to interpret it wisely can become much more productive.

Leaner, Flatter Organizations. As companies streamline operations and compress lead times, they have the opportunity and obligation to challenge the organizational structure. The more companies become process-focused, the greater the need to change the job content and reporting relationships. All of this requires knowledge to achieve the possibilities.

Actions Need Information. If you want your workforce to act, you must provide the knowledge that enables them to realize their potential. Action without knowledge is limiting and dangerous.

What an exciting time to be in manufacturing. Change is being driven from many directions. Improvement is not an option anymore. It is a necessity.

As you pursue your lean journey, you create knowledge. What you do with that knowledge can predict how successful your lean efforts will be. Do you share knowledge to enable the workforce to step up? Or do you protect the knowledge so it cannot go out the door with an employee?

You may be surprised how willingly and successfully employees will step up to the challenge of being more engaged in managing and executing those items under their control. For those who seek the opportunity, work will be more meaningful.

In my estimation, it is much riskier to fail to document processes and have the knowledge go out the door with the employee, especially compared to the risk of too many people knowing about a process because it is documented and shared. So, in summary, I say share the lean knowledge, build capability, and accelerate your lean journey.