Can you really feel the impact of Lean in the operations you manage? Leanness maturity level Can you measure and report with concrete data? Or do you believe that you are only simplifying with indicators on visual dashboards?
The pursuit of efficiency is at the core of lean principles. But measuring whether your operations are truly lean requires more than superficial observation. In this article, we examine key indicators that can help you assess the true lean efficiency of your processes. By understanding these indicators and their implications, you can make informed decisions to optimize your operations for maximum efficiency and competitiveness, operational excellence you can always keep your roadmap up to date.
1. Cycle Time and Delivery Time:
Lean operations should definitely improve your current cycle times and the delivery time of the product to the customer and the delivery time from the supplier to the manufacturer. If you start with the right data in the product group VSM studies started as a pilot for this, you can see the impact of the techniques you put in place in these parameters.
2. Work in Progress (WIP) Inventory:
If your product changeover times are long, your intermediate stock quantities will be high. Evaluate the amount of unfinished work in production. Reducing the amount of WIP will speed up the production flow. Fast Production flow will accelerate the delivery time.
3. Value-Added and Non-Value-Added Business Ratios
Separate activities that directly add value to the final product or service from those that do not. Minimizing waste and non-value-added activities will increase efficiency and value on the product.
4. The Right Product First Time (FTT):
The time it takes to get the first approved product and the amount produced is scrap, i.e. waste. Evaluate the percentage of products that meet Initial Quality standards. Higher FTT rates will both increase the quality level and reduce duplicate labor problems, which we call repairs.
5. Takt Time Alignment:
Keep track of when customers want to receive products. Just time oriented working is to manage customer delivery time correctly. However, the number of customers is not the same, so knowing the product-based Takt time is to know the sales speed of each product. Using Takt time, you can align all operation processes according to customer demand. With planning done in this way, you can increase your stock turnover rate and optimize resource utilization.
6. Visual Management and 5S:
You can manage the organization and cleanliness of your workspace with visual management and 5S You can measure with activities. With 5S audits, you can improve 5S efficiency by determining target scores and ideal areas.
7. Kaizen - Creative Suggestion System:
Kaizen is an important activity for development and field motivation. With Kaizen per man and problem solving metrics, you can continuously monitor the effectiveness of your Kaizen system and evaluate its outputs. In addition, if a metric is determined for the gains obtained as a result of Kaizen, the improvements obtained as a result of Kaizen will be tangible.
8. Unplanned Downtimes :
First of all, all topics that make up the downtime should be measured separately. Set up - failure - short downtime - speed losses should be tracked separately. If you know how to measure the common OEE parameter correctly, you can follow the improvement results from the improvement in OEE results.
Improvements in product changeover times should be tracked with a separate metric and encouraged to improve with continuously updated targets.
9. Productivity:
You can increase the amount of production per man hour through cycle time improvements or by flexibilizing the workforce in the line. With this parameter, you can track the results of lean systems as a cost issue.
10. Operational Excellence Level:
By periodically monitoring your level of maturity in the system setup, you can see where the system is blocked and where there is a need for system development.
Make your criteria for Lean Maturity assessments more difficult. This will always result in a better perspective. A culture of improvement fosters continuous efficiency gains.
It is important that every system you set up and every activity you carry out has a positive impact on both cost, quality, operational efficiency and employee motivation, which will be approved by the management. This impact should also be visually tracked. Only transformation projects managed in this way can provide serious outputs to all stakeholders and achieve a complete cultural transformation.
A transformation program based on these indicators contributes to sustainable operational excellence, enabling your organization to thrive in competitive markets and deliver value to customers, minimizing waste and maximizing efficiency.
Lean Production and Lean Management from Gemba Partner experts Maturity Analysis by requesting support Operational excellence You can create a road map together and receive guidance on this journey.
