Management
Issue No. 48 - August/September 2009
Lean translation to greenfields site
by Mr Kel Spencer
The greatest challenge a lean practitioner can face is the ‘greenfield’ site, if they have already succeeded in achieving cultural acceptance of change within their organisation.
‘Lean’ improvement methodology is most effective when applied in stages to existing processes and activities. When we observe a process in action, we see it as it is, not how we imagine it to be, filtered by our beliefs, opinions and values. We make assumptions automatically, often unknowingly, so it can be difficult to challenge them without the data provided by direct observation.
‘Lean’ improvement is emotionally challenging: maintaining the will to change requires significant motivating factors, the ‘burning platform’. A constrained, chaotic and existing site, full of frustrations and annoyances, is often the best source for this motivation but if the challenge is too great it can have the opposite effect.
If you do not yet understand your process in this constrained environment it is easy to carry over flawed assumptions that will hamper future growth. To be clear: all processes in any organisation can be improved.
There is no shame, blame or fault in this: our work environment constantly changes, invalidating principles and assumptions which were correct.
A ‘greenfield’ site is a fantastic opportunity for radical improvements over existing processes or to design new processes which are flexible and a platform for high levels of excellence in the future. It is important to understand the site is not a solution in itself; the challenges of maintaining the motivation to investigate and challenge our assumptions can prevent us from challenging our designs sufficiently.
Before moving to a greenfield site, map the processes in your facility from door to door. Capture your suppliers and customers in at least one product family or value stream; this will help you analyse your new plant in reference to the old one. I cannot stress enou...
