SLIM ORGANIZATION

A lean organization is based on effectively identifying losses and resolving rapid order increases and capacity problems. Lean 7 + 1 losses is a method where we systematically determine which processes bring us added value and which losses. However, it does not create added value.

This is the mindset of a lean organization. There is a fundamental belief that any process, investment, employee, or action should be translated directly into value for the customer without unnecessary losses. This ideal is very difficult to achieve, but a lean organization strives to approach it every day and thus achieve a level of success that its competitors can only envy. Every lean organization is unique, but there are some basic traits they usually have in common:

Five steps to easier loss recognition

Define values (what is added value)
Determine value flow (how value travels through processes)
Flow (edit running process)
Pull (delivery on time)
Striving for perfection (lean never ends)

“Go and see”

Observe the process directly
Leave the office / meeting room
Understands the limitations of team members
Lead / educate directly in the workplace in the process
Look for “agreements” of understanding
What message do you give when you avoid GEMBE (the place where value is created)?
Why do so many managers avoid the GEMBI production space?

Developing the habits needed by a lean organization:

We are what we repeat daily
Repetition leads to habits
YOU CAN we develop new habits
We won’t be great in the beginning
Focus on the goal
Talk to others who have had a similar experience
Avoid talking about negative events
Know yourself
Replace old habits and behaviors with new behaviors
How do we want the work environment to see us?

The real strength of a lean culture is the daily improvement and constant pursuit of excellence, which is the basic principle that a lean organization teaches us.

Focus – Lean organizations are “obsessed” with value to customers. They are aware that by setting value for customers as their number one priority for every employee, manager and manager, they will be successful and results will follow. Therefore, each decision includes an assessment of how it will affect the client.
Consistency – In a lean organization, each team member understands the company’s mission, values and strategic priorities. This is achieved through the use of the SFM (shop floor management) method among employees at all levels of management and the development of a culture in which individuals are empowered to assist the organization in achieving these goals. This results in an army of people focused on improving the organization.

Modesty – The central point of the Kaizen method, a philosophy at the heart of Lean, is that there is always room for improvement. Even if the organization is successful, leaders encourage people to find ways to continue to succeed. After all, continuous improvement is not something you can ever complete. A lean organization is aware that there are endless opportunities for improvement.

Cooperation – “Gardens” have no place in the practice of Lean. Cross-functional cooperation and communication are needed to meet the greatest challenges. Organizations that provide people with the tools they need, tear down “gardens,” and share knowledge and experience throughout the organization are encouraging improvements throughout the company.

Perseverance – Lean organizations do not make impulsive decisions or simple answers to complex questions. They seek out and address the root causes by empowering people who do the work to speak up, identify problems, and improve them. Lean organizations are not interested in using “patches – firefighting activities” and short-term corrections.

Involvement – Lean is a business process methodology that uses the skills, inputs and observations of each employee. Employees who are involved in the success of the organization and are involved in improvements are essential. Managers can do a lot to increase their employee engagement in improvements.

Methodicalness – Improvement work is most effective when intentional practices such as MKP, PDCA, A3 and Hoshin Kanri are used. Whatever methodology your organization chooses to promote continuous improvement, it is important to remember that it needs to be simple, commonplace, and consistent across the organization. The methodology behind your improvement process is what drives long-term success in a lean organization.

Pro activity – Lean organizations review processes, not products, to prevent problems and losses before they happen. How do they do that? By involving employees in the improvement process. Managers don’t control every process, so while they may notice flaws in the final product (or service), it’s up to the people doing the work to spot ways to improve the process. Lean organizations have successfully created a culture in which employees feel safe when they speak and take time for improvements along the way.

Documentation – Standard work is documented, accessible and constantly reviewed in Lean organizations. This creates uniform processes throughout the organization and allows everyone to start at the same elevated level as they improve, rather than constantly inventing the bike. However, I think it is important to emphasize here that just because a process is documented does not mean that the improvement process is complete. It just means that current best practice has been identified and shared; in a lean organization, people are expected to use this as a starting point for future improvements.

Resistance – Resilience in Lean organizations is the ability to anticipate difficult points and improvise when the unexpected happens. The organization must be able to identify errors for correction while innovating solutions. We achieve this by enabling employees to make independent decisions whenever possible so that they can respond quickly and agilely.

Progressive – Most organizations that successfully use the lean method are aware that the improvement process requires technology support. After all, there are a lot of people who work together on improvements, but have a limited amount of time to work on improvements. To ensure they do their best in the shortest time possible, reduce their administrative and communication burdens by relying on software solutions to continually improve and monitor performance using LR business analytics to help move the improvement process through alerts, notifications and visualization. forward.

Gratitude – In order to establish a lean culture, employees need to feel valued and recognized for their contributions to improvement. Smart leaders are aware of this and emphasize employee success at every opportunity.

A lean organization is an upgrade of lean manufacturing and lean logistics as it includes others administrative services , which are also essential for the successful operation of the company.

Advantages of implementing a lean organization:

Cost reduction

A lean organization is designed to maximize profits. While the selling price is influenced by various factors, which may depend on the quality of products or markets, companies can usually do more to control their costs, and lean practices help lower costs so that all savings can be added to profits.

Improved customer interactions

Lean production began with the customer’s point of view in mind. The way we communicate with employees, responsiveness to their concerns and their experience with the product are some of the leading factors in reducing wasteful practices.

Using “Push and Pull”

Company costs can become inflated if managers don’t pay attention to stockpiling.
A strategy that can help manage this is to “pull” over the “push” mindset
This means that the later stages of production determine what happens in the previous processes.
This can help companies avoid the problem of overproduction and paying higher transmission costs. Companies will only order what they need.

Increased quality

Lean management also means a lot of attention paid to detail.
The goal is to reduce the number of defects and product revisions.
This measure means that processes will be optimized to avoid mistakes, which saves workers the time they will have to process products and the money needed to pay for work.

A culture of improvement

When a company understands the importance of a lean organization and begins to implement change with the help of LEAN Solutions, then a new way of thinking begins to prevail in the company.
Workers are more open to improvements and are looking for ways to make the work they do even more efficient
Deploying matrix teams in a lean organization creates a culture that values daily improvements.

Increased employee morale

A lean organization favors an approach in which managers communicate regularly with employees about their work and their processes, so employees feel empowered to make better decisions.
Workers know where they are and where they can improve to create added value.