How the Lean Process Works

Let s walk through the Z Base example that we highlighted in die first chapter. We will use this case as our example of how to perform a Lean activity in a service environment Later we will also look at PPI to see how we would conduct a Lean effort in a manufacturing environment. But the processes are nearly identical it is only the technical tools we use that are different 

At Z Base, the process started with a meeting between the lean facilitator and directors who are over the lab area. The Base General had given a clear directive to management The directive was that the flow time of 141 days for the first article process was unacceptable. The maximum time was to be 120 days, and the preferred flow time would be about 90 days. In addition, the facilitator was given a maximum of one year to accomplish this objective. With 

Reinventing Lean - Introducing Lean Management into the Supply Chain 

Having identified a direction, possibly even a measurable mission for the Lean effort, the facilitator will next talk to the people who are closest to the issues being evaluated. Often these conversations are on a one-on-one basis and attempt to get each employee s perspective on what needs to be accomplished. This process utilizes one of the acceptance tools and is referred to as the scan. 

the facilitator went to the lab area and interviewed all the first article program managers (review the discussion in the first part of Chapter 1 if any of these terms are confusing). He also interviewed all the members of the quality verification lab (QVC), all the team leads, all the engineers in the electronics labs, all their management, and a few individuals who had recently left the lab area for work elsewhere on the base. The facilitator focused on these questions  

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