As a trainer tasked with implementing lean manufacturing in UK based manufacturing businesses I am often asked by senior managers  "Where should we start? or “Which lean tool should we introduce first"? Without hesitation I always reply, "You must start by getting your people on board".

Some parts of lean manufacturing can be described as ‘organised’ common sense. However if lean is so simple why do so many companies fail to derive the full benefits from their lean programmes?

Aster was engaged in late 2009 to provide basic lean training to a number of key staff from NHS Gloucestershire. Following the training programme a project team made up of delegates from the training programme was put together as part of their QIPP (Quality, Innovation, Productivity and Prevention) programme with the aim of helping NHS Gloucestershire improve its back office service delivery processes.

A very common question that companies ask themselves, when they are starting or looking to start on the journey of Six Sigma improvement is – “How and where do I start?”

Gary Hewitt, Managing Director takes up the story, "Our business has been trading for over 25 years. However, we felt it necessary to take a fresh look at how we both designed and manufactured products. The increase in global competition over the past decade has meant that our industry has been slowly ravaged by companies operating in low cost geographies and as a result we needed to find a fresh competitive advantage.

Paul takes up the story, “Some organisations we work with initially tend to think they have a unique set of problems or operating conditions which would make 5S and the other lean tools difficult to implement. The reality tends to be very different. Once we get over the initial hurdle of the ‘buy-in’ of the management team, progress and improvements can be rapid.

“Excellent start, slowed down a bit after 6 months, forgotten after 12 months”.

Does this sound familiar with respect to your failed 5S programme?

As Aster we come across many companies where a 5S implementation programme has failed. Whilst the reasons for failures might appear to be numerous on the surface, the root causes are usually the same. In this article we give you some ideas about how to ensure your 5S programme can be easily sustained.

 Six Sigma DMAIC project teams are formed to investigate and resolve business issues or problems, where either the cause of the problem or the solution to that problem is not immediately apparent.

There are many factors that will determine the success of a particular project with committed leadership, having quantifiable measures and results, the availability of full time Black Belts and integration of the project deliverables with the companies strategies some of the main ones. However, as a Black Belt running DMAIC projects, it’s the selection of the right team members and subsequent training of them as Green Belts that has been the single biggest contributor to the success of the project.

The lean user group has several objectives including:-

• Providing UK based companies with the opportunity and forum to network with other like minded organisations
• To discuss and learn from best lean practice
• Joint problem solving to common lean implementation problems & issues
• Business co-operation between members

What is Six Sigma Certification?

Aster provides certification for its Green Belt and Black Belt Six Sigma training programmes.

Delegates completing six sigma training programmes have the option to have their competence formally recognised by completing the six sigma certification programme.