Three questions for our Lean Manager
At INRO, we rely on lean management and want to continue to optimise our processes and workflows and counteract waste in the various processes. Our colleague Markus Köller has been supporting us for some time as Lean Manager at INRO in order to implement the lean principles in the best possible way.
Here are three questions for him about lean management:
What interests you most about lean management?
What particularly interests me about lean management is the versatile use of methods with the aim of consistently aligning all processes in the company with the requirements and wishes of the customer. Lean management is also extremely varied - you come into contact with a wide variety of employees from all areas of the company.
The projects (from value stream mapping to the introduction of the pull principle and the optimisation of set-up times) are very extensive and demanding in terms of sustainable implementation. You expand your skills with every project.
What is indispensable in lean management?
In lean management, it is essential to have a well-founded toolbox in the form of lean methods and to utilise these as effectively as possible. The lean methods are often interdependent and only work together.
The focus is also on working with people. Only if the goal/benefits of lean management are communicated and understood will employees be prepared to help implement the many changes.
What does a "perfectly" or almost "perfectly" managed company look like?
A "perfectly" or almost "perfectly" managed company is consistently focussed on its customers (internal and external). This is achieved by focussing on what is of value to the customer.
This involves eliminating all non-value-adding activities or processes in the company (this includes avoiding defects, unnecessary stock and transport routes). The processes in the company are continuously analysed and improved (keyword PDCA cycle).
In this context, a lean culture has been established that is practised by all employees.
