back slightly. It worked like a charm.
We could now lean the doors upright
on the cart. No more bending down.
Doors were easy to count, the cart had
Telling the story
a low center of gravity, and the process
became a simple one-person job.
This is how my shop leader facilitated
the discussion around that improve-
ment. First, he gathered the entire
team around the work area most ef-
fected by the improvement. Then the
person who made the improvement
was asked to demo the old process, so
the group could understand the pain
points. Next, the person unveiled the
new process. Having people demo
their improvements encourages others
to get involved and makes lean fun.
With the team assembled for the
demonstration, the leader challenged
their Lean Thinking skills. Questions
to the group included, “Which wastes
did you see in the first demo?” Every-
one should take part in this process.
Responses were: Waste of Motion --
operator bending down to place each
door on the cart; Waste of Transporta-
tion -- moving the cart from the pro-
duction line to shipping area; Waste
of Over-Processing -- when someone
has to de-stack the cart to re-count the
order; Waste of Defects -- when a cart
tips over and we damage product.
Involving the entire team ensures
that Waste number eight (Wasted
employee genius) is included as well.
The leader had to press the discussion
to draw out a possibility for the Waste
of Waiting. As all the other wastes are
occurring in the shop, the customer is
waiting additional time for the output.
I always like to include something from
the customer’s perspective to make
sure my team stays in touch with what
our customers would be thinking if
they were watching us.
How does this example fit the Improve-
704.508.7000 | WWW.CRONSRUD.COM
FOR ELITE APPLICATIONS
• 144” x 60” x 40”
144 (THE QUBE) Q
• Affordable Moving
• Best In-class
M97 t 121 t 145 t 3100 t 4100
• Moving Table(s)
• Dual Process (Optional)
• Aggresive High-speed
Cutting in Dense
C74 t 98 t 122 t 146