tag:blogger.com,1999:blog-36549878.post116775787744741844..comments2023-10-20T04:21:23.075-05:00Comments on Lean Builder: Book Club: "The Toyota Way" Chapter 8Michael Lombardhttp://www.blogger.com/profile/16424200866303128001noreply@blogger.comBlogger10125tag:blogger.com,1999:blog-36549878.post-1168985981971661322007-01-16T16:19:00.000-06:002007-01-16T16:19:00.000-06:00I agree with several of the postings. Rather deal...I agree with several of the postings. Rather dealing with a well refined, tuned or crosstrained teams, flow is the infinite means/pattern. An example for us being such as we call it gatekeeping, looking at this from a lean perspective we should have fence mendors creating positive flow.Anonymousnoreply@blogger.comtag:blogger.com,1999:blog-36549878.post-1168981290816847952007-01-16T15:01:00.000-06:002007-01-16T15:01:00.000-06:00Great comment, Brian. In order for it to be susta...Great comment, Brian. In order for it to be sustainable over the long-haul, it would have to become part of the standard procedure for each department. It would also have to be monitored, enforced, and adjusted as necessary. Everybody in a supervisory/management position would need to be hands-on with it; we can't rely on one person to make this type of thing happen division-wide.<BR/><BR/>If these prerequisites were to be met, I think it would be a great success. As Brian said, it might be an awesome motivator for individual associates. Even if it didn't motivate some people, it would still provide them with additonal skills and give us better manufacturing flexibility.Michael Lombardhttps://www.blogger.com/profile/16424200866303128001noreply@blogger.comtag:blogger.com,1999:blog-36549878.post-1168980236659888792007-01-16T14:43:00.000-06:002007-01-16T14:43:00.000-06:00In our production environment, many employees view...In our production environment, many employees view crosstraining as a way of "volunteering" for an increased workload and fear that they will carry more of the load than their non-crosstrained counterparts. Possibly in the beginning these individuals may need a little "push". One way to possibly motivate long term employees, as well as newer employees, to crosstrain could be a "reward" of some sort for crosstraining. This could come in the form of extra pay,a monetary award, awarding some sort of certificate, or something as simple as posting those individuals crosstraining accomplishments. When I was a teamleader I maintained (and posted) a "skills matrix" of everyone in the group. Although not my original intention, this simple matrix fueled a competition between the team members such that they started ASKING to be trained on new tasks. Before long they were helping each other on their own and, in the end, they all saw the benefit of crosstraining as it relates to teamwork. When a new person came into the group they were "peer pressured" into crosstraining to maintain the benefits that the rest had already established. Morale was increased, rework and overtime virtually eliminated, no accidents, no turnovers, etc.<BR/> Obviously a "skills matrix" will not work to motivate everyone to crosstrain. Each individual is motivated by different things. When I became a Supervisor I tried "The Matrix" again with another group. But with this group it was as effective as trying to put out a forest fire with a water pistol. My point is merely that a little "push" may be required to get people to break away from years of the "don't volunteer for anything" mentality and begin the motivation process to crosstrain.Anonymousnoreply@blogger.comtag:blogger.com,1999:blog-36549878.post-1168873568539950942007-01-15T09:06:00.000-06:002007-01-15T09:06:00.000-06:00Cross training new people would be much easier tha...Cross training new people would be much easier than trying to cross train the people who have been with the company for a while. We also have to get away from the old way of thinking..."we've always done it this way" mentality. None of this will happen unless you have full support of upper management.Anonymousnoreply@blogger.comtag:blogger.com,1999:blog-36549878.post-1168610738265234282007-01-12T08:05:00.000-06:002007-01-12T08:05:00.000-06:00I agree completely about the benefits of crosstrai...I agree completely about the benefits of crosstraining. Not just for the company but for the associate as well. The company wins by creating a more flexible and balanced work force and the associate is provided the opportunity to develop different skill sets that will "round out" their production process knowledge. From a human resources perspective, I think it is vital to ensure employees that the company is committed to each associates professional development and to provide avenues of advancement.Anonymousnoreply@blogger.comtag:blogger.com,1999:blog-36549878.post-1168529209226557892007-01-11T09:26:00.000-06:002007-01-11T09:26:00.000-06:00I do agree that Lean will help reduce turnover sig...I do agree that Lean will help reduce turnover significantly, but I think that the full power of Lean will never be realized unless additional intensive care is applied to the problem. Along with improving the workplace (safer, cleaner, less hassles, etc.) and empowering each employee with problem-solving skills and responsibilities, I believe that the overall approach to developing human resources has to be improved. Does anybody have any ideas about improving in this area?Michael Lombardhttps://www.blogger.com/profile/16424200866303128001noreply@blogger.comtag:blogger.com,1999:blog-36549878.post-1168524037866726882007-01-11T08:00:00.000-06:002007-01-11T08:00:00.000-06:00Cliff RIn response to the turnover problem; Lean t...Cliff R<BR/>In response to the turnover problem; Lean training and implementation focuses attention on the associates, providing a greater self-worth for them and their ideas. Over time, this will result in a reduction in turnover. The associates are the key to the success or failure to the lean endeavor in the plant - we need to communicate to them how imprtant they are and how it benefits them.Anonymousnoreply@blogger.comtag:blogger.com,1999:blog-36549878.post-1167939190731705682007-01-04T13:33:00.000-06:002007-01-04T13:33:00.000-06:00Toyota does not hire people who know how to build ...Toyota does not hire people who know how to build or work on cars. They hire people who test well for problem solving skills and adaptability to change, and then train them to build cars.Anonymousnoreply@blogger.comtag:blogger.com,1999:blog-36549878.post-1167923226713214792007-01-04T09:07:00.000-06:002007-01-04T09:07:00.000-06:00I agree. Many of the Lean blogs I read consistent...I agree. Many of the Lean blogs I read consistently discuss how developing human resources is the most important factor in making a successful transition to Lean. Furthermore, Lean thinkers say that if a company has any kind of turnover problem (10% or more), then long-term implementation of Lean will be difficult. They will perform "intensive care" on the TO problem before trying to implement Lean.Michael Lombardhttps://www.blogger.com/profile/16424200866303128001noreply@blogger.comtag:blogger.com,1999:blog-36549878.post-1167788359401768472007-01-02T19:39:00.000-06:002007-01-02T19:39:00.000-06:00For flow to work most effectively, the line Associ...For flow to work most effectively, the line Associates need to be cross trained. I believe that one of the areas we need to focus on is introducing cross-training early in an employee's tenure. People are creatures of habit and fall into a comfort trap. They tend to resist change and the unknown. Exposing them to various job functions early increases the likelihood they will perform more efficiently and effectively.Anonymousnoreply@blogger.com