6 Internal valvescommunity 1-2010 HEROSE GMBH The target: continuous improvement First experiences with the HEROSE Lean Management project are extremely positive 10 rules for lean management In the specialist literature, there are many overviews listing recurring points with various weightings, which are intended to lead to lean management.
For example: 1.
Orientation of all activities to the customer (customer orientation) 2.
Concentration on company strengths 3.
Optimisation of business processes 4.
Continuous quality improvement 5.
Internal customer orientation as the guiding principle 6.
Independent responsibility, empowerment and team work 7.
Decentralised, customer-orientated structures 8.
management is a service to employees 9.
Open information and feedback processes 10.
Changes to appointments and culture in the company At first the staff were sceptical.
"Lean Management" always sounds a little like job reductions.
However, distrust soon tuned to enthusiasm: Ultimately, lean management means nothing less than continuous improvement - to the benefit of all.
Customers, the compa- ny - and of course employees.
Better products and better service usually mean better sales.
And these are the best guarantee for job security.
Stefan Gil, responsible for the HEROSE Lean Management project: "In the CNC Pro- duction department, where we started the project, in the end employees even asked when it was the turn for their ma- chine.
Why is HEROSE questioning its own activities with lean management - an instrument which shook up the auto- mobile industry (Toyota) in the 90s? Manager Dirk Zschalich: "Because it is ideally suited to achieving our ob- jective, namely to reduce throughput times, reduce stocks and shorten deliv- ery times." HEROSE took on the busi- ness consultants Vollmer & Scheffczyk as specialists for lean management.
In autumn 2009 the programme started, which after Pre-production department will also make other HEROSE depart- ments fit for the future: the Assembly department, the Development depart- ment as well as the Administration.
The ultimate goal is to optimally coordinate all activities which are necessary for value creation and to avoid unneces- sary activities.
At the start of implementation we held so-called 5S workshops, whereby the 5 S stand for "Sorting, Structuring and positioning, Systematic cleanliness, Standards and Self-discipline".
The first results were seen immediately.
Stefan Gil: "For example, previously there was quite a lot of confusion with our many different tools.
If someone needed an Allen key, he was usually given an entire set".
The solution: To- gether with the Production depart- ment, the necessary equipment was determined - an only this equipment is now available in the drawer.
Result: 80 % of the tools could be disposed of.
Even with the first two CNC machines, two complete cabinets were no longer needed.
A further example: In future, each machine will have a decentralised data terminal, in order to save employ- ees the way to the central terminal - and therefore to save time.
Even when all the workshops have been held for the employees on the CNC machines, from the middle of February a further lean management instrument has been available to all members of staff: a no- tice board, on which staff can put their suggestions for improvement on view to all.
Even in several years time, this notice board will provide an intentional daily reminder of the principle of lean management.
In the long-term the tar- get is continuous improvement and not just a nine day wonder.
Kaizen Management: the notice board with improvement suggestions
