list for the leader of most those
Few shops take the aggressive
approach to applying lean thinking that Dustin Hunter, the CEO
of HTC, does. Every person, including Dustin, devotes the first
45 minutes of the workday to continuous improvement. Then the
staff gathers for 15 minutes more
to talk about accomplishments
and work in progress for improvement. That doesn’t happen once
a month or once a week. That
happens every day. This initiative is not a free-for-all where
everyone does their own thing.
Dustin and his shop leader, Luis,
have spent time in gemba (where
the work is done) identifying priorities for everyone to work on.
Those priorities are aligned with
the company objectives.
Elvin Martin engages his staff
as well, but not to the extent
Dustin employs. Elvin recently
joined a small team of door
manufacturers who are sharing
some best practices and their
weekly hours-per-door production numbers. This team will be
meeting once a quarter at one of
the participants’ shops to learn
more about lean and how they
can each attain greater success.
If you are a door manufacturer,
either for others or for consumption in your own shop, feel free to
contact me to join the group.
The first challenge for each of
the participating shop leaders is
to develop a strategy to increase
the number of doors produced
per hour by 10 percent.
To measure progress each
shop is calculating hours-per-
door each week. Elvin immedi-
ately gathered his staff together
and engaged them in the process.
The team identified two wastes to
go after – The Waste of Waiting
See us at WMS booth 2627, 2643, 2743