CHAPTER 8 SURVEY DESIGN AND FRAMEWORK EVALUATION
8.7. UPDATED FRAMEWORK
is not designed for the service industry, it could be applied to various process driven organisations and industries
8.6.5 Verify novelty of the artefact
The last survey statement, statement 18, tested if the construction and integration of the Lean- Ubuntu framework was an original design. This statement had a 79% agreement level amongst participants. With participant 8 expressing that the framework is original and innovative as not much research is conducted on Lean-Ubuntu, stating:
“Not much research is conducted on Lean-Ubuntu (framework is original and innovative)”
Furthermore, participant 7 expressed that:
“The research is original and may resonate with people of South Africa”
Updated Lean-Ubuntu principle 11
The commentary provided by participant 2 in section 8.6.3, suggested making a consideration for Industry 4.0 technologies. Principle 11 was updated to ensure that the implications of Industry 4.0 technologies are discussed and explained to employees prior to implementation, thus reducing the fear of new technology. Figure 37 showcases the updated principle 11.
Figure 37: Updated Lean-Ubuntu principle 11
1. Creating a climate for change 2. Engagement and enabling the organisation
3. Implementing and sustaining the change
Strategic (Upper management)
Start a conversation about new technologies that may be introduced. Explain the implication of Industry 4.0 technology prior to implementation
Allow for training opportunities Test technology before allowing others to use it. Manage support systems for new technology
Tactical (Supervisors)
Create cross-functional teams Attend training and understand the new technologies
Participate in pilot tests of technology. Explain your understanding with others Operational
(Floor workers)
Join cross-functional teams Attend training and understand the new technologies
Participate in pilot tests of technology. Explain your understanding with others LUP 11 – Only use
reliable, tested technology to aid
your people
Change model phases Business
execution levels
The Lean-Ubuntu Implementation
framework
Figure 38: The updated Lean-Ubuntu implementation framework
1. Creating a climate for change 2. Engagement and enabling the organisation 3. Implementing and sustaining the change Strategic (Upper management) Establish the company’s purpose and vision based on current
company culture and Lean culture. Communicate the company’s purpose and vision. Host workshops and events for defining and exploring he company’s purpose and vision. (Cultivate the culture)
Tactical (Supervisors) Recognise and acknowledge employee commitment to the
culture Promote a caring environment and live the company vision
Operational (Floor workers) Recognise and acknowledge other employee’s commitment to
the culture Understand and promote the company vision and purpose
Strategic (Upper management) Motivate employees. Create opportunities for growth and
development of your people Share training opportunities with employees Track performance and create promotion opportunities Tactical (Supervisors) Form personal development teams with other employees Attend and/or complete training opportunities Teach new skills to other members of your team. Track
performance
Operational (Floor workers) Form personal development teams with other employees Attend and/or complete training opportunities Teach new skills to other members of your team Strategic (Upper management) Recognise internal employees for leadership roles Give employees the opportunity to take on leadership roles Strengthen people-centredness
Tactical (Supervisors) Attend and/or complete training opportunities Strengthen people-centredness. Support operations. Promote
the system. Lead change. Inspire others
Operational (Floor workers) Attend and/or complete training opportunities Support operations. Promote the system. Lead change. Inspire
others Strategic (Upper management) Create openness with your unions, partners and suppliers.
Challenge your suppliers.
Communicate with each other. Share information . Set target for partners and suppliers. Keep unions informed
Develop suppliers. Have mutual understanding. Learn from each other.
Tactical (Supervisors) Operational (Floor workers)
Strategic (Upper management) Develop a single piece flow plan Use visual control to promote and support the plan Implement single piece flow and conduct Lean audits occasionally.
Tactical (Supervisors) Establish connected processes and takt times Introduce Kanbans and redesign layouts to support the changesUtilise kanbans and head problem solving teams. Monitor takt times and improvements
Operational (Floor workers) Join problem solving teams Identify problems, get to know the new tools (kanbans etc) Utilise single piece flow. Investigate problems Strategic (Upper management) Define agreements with specific limits for product volume
between suppliers and customers
Dedicate items that are shared between parties to them (resources, storage etc)
Implement visually apparent and physically constrained control methods.
Tactical (Supervisors) JIT System - Aim to remove kanbans overtime and link process
steps with no inventory.
Operational (Floor workers) Understand Pull techniques and aim to achieve product limits Work on reducing kanbans
Strategic (Upper management) Establish that levelling is an enterprise wide process Explain and discuss wastes Aim to reduce wastes Tactical (Supervisors) Identify the most important items(with greatest benefits).
Identify multiples for the level pattern
Display a schedule that dictates replenishment and sets a pitch based on current conditions
Implement new standards based on new schedules and takt times
Operational (Floor workers) Organise product volume, mix and sequence Identify and reduce wastes. Work based on the schedule
Strategic (Upper management) Pay attention to the respect and dignity of the people Define the roles and procedures for response to problems Have designated people for response to line stops. Conduct timely quality audits
Tactical (Supervisors) Establish a practical degree of stability in processes Make sure a method to stop the line is understood and accessible to all employees.
Make use of visual control, standardised work, jidoka and poke- yoke
Operational (Floor workers) Understand the process to stop the line. Know the exact points
of the problem Learn to solve problems and make it a need to fix issues Conduct self-inspection and report problems. Fix issues at the source.
Strategic (Upper management)
Create a structure to support standardised work. Establish that standardised tasks are the starting point for continues improvement
Create documentation for standard work Provide examples and training opportunities
Tactical (Supervisors) Establish defined expectations for different tasks Install performance boards and andons Create a repeatable work method. Install visual management indicates
Operational (Floor workers) Attend training and understand the requirements for “perfect
products and tasks” Follow stands for tasks and monitor performance
Strategic (Upper management) Understand the details needed for visual control and story telling
Role out 5s within the organisation while facilitating
communication Develop visuals and stories about standards
Tactical (Supervisors) Make standards visible and tell stories about them. Teach 5s and monitor standards
Operational (Floor workers) Understand the standard and learn 5s Investigate or inspect work to report deviations. Talk about
standards with others Implement 5s. Correct deviations.
Strategic (Upper management)
Start a conversation about new technologies that may be introduced. Explain industry 4.0 technology prior to implementation
Allow for training opportunities Test technology before allowing others to use it. Manage support systems for new technology
Tactical (Supervisors) Create cross-functional teams Attend training and understand the new technologies Participate in pilot tests of technology. Explain your understanding with others
Operational (Floor workers) Join cross-functional teams Attend training and understand the new technologies Participate in pilot tests of technology. Explain your understanding with others
Strategic (Upper management) Create cross-functional teams and rewards systems Give opportunities for training cross-functional teams and kaizen management
Provide support for employees and regularly conduct Gemba walks
Tactical (Supervisors) Join a cross-functional team and attend training Take the opportunity to explain work problems to others.
Discuss possible solutions
Provide support for employees and regularly conduct Gemba walks
Operational (Floor workers) Join a cross-functional team and attend training Take the opportunity to explain work problems to others.
Discuss possible solutions Conduct problem solving in cross-functional teams Strategic (Upper management) Create opportunities for regular group meetings Differentiate between short-term and long-term issues Start small problem solving projects with employees Tactical (Supervisors) Attend group meeting and highlight problems Solve problems by utilsing the PDCA cycle and 5-why analysis in
problem solving teams
Display outcomes of projects with A3 reports and build consensus with us for group decisions Operational (Floor workers) Attend group meeting and highlight problems Solve problems by utilsing the PDCA cycle and 5-why analysis in
problem solving teams
Display outcomes of projects with A3 reports and build consensus with us for group decisions Strategic (Upper management) Create the environment for participation, accountability,
commitment and structure
Provide opportunities for participating in and communicating
kaizen projects Reflect on the improvements
Tactical (Supervisors) Be aware of areas for improvement. Learn to learn. Understand
that improvements happen in small steps Utilise Hoshan Kanri to design improvement plans. Participating in and communicating kaizen projects Operational (Floor workers) Be aware of areas for improvement. Learn to learn. Understand
that improvements happen in small steps Utilise Hoshan Kanri to design improvement plans Participating in and communicating kaizen projects LUP 11 – Only use reliable, tested
technology to aid your people
LUP 12 – Explore the operations to understand the problem
LUP 13 – Utilise collective decision making
LUP 14 – Create a learning organisation via reflection and
continuous improvement LUP 5 – Create continuous flow:
The river flows where the is no obstacle
LUP 6 – Use pull systems: Leave some for the ancestors
LUP 7 – Level out the workload:
An elephant does not strain its trunk
LUP 8 – Use Indabas: Build a culture of stopping to fix
problems
LUP 9 – Empower employees by using standardised tasks
LUP 10 – Visual control: The ancient art of storytelling for
guidance
Business execution levels Change model phases
LUP 1 – Create a long term philosophy to reinforce loyalty
and strong values
LUP 2 – Develop your teams and people for a people-centred
work culture
LUP 3 – Grow transformational leaders, who understand the
work and mentor other LUP 4 – Foster openness with your partners and suppliers, in order to respect and challenge
them