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Evaluating disruption of lean deployment process

In recent times we have seen some amazing improvement in the organization of manufacturing in the world. Mostly based on innovations by the Toyota company, manufacturing has grown in efficiency. Several methods, such as lean manufacturing, Kaizen, and lean deployment. These innovations focus on reducing the total amount of waste in a production system. They target areas that need to be improved and made much more efficient. They also identify serious problems with the flow of production.

The simple fact of the matter is that many of our manufacturing systems are not up to speed. They might have worked well about fifty years ago, but they are terribly inefficient given current technology. Many managers also lack the energy and the time to change their manufacturing business in any significant way. They simply go with the status quo as long as it makes a profit. Although all of us can understand why a manager of a busy manufacturing business might not have the energy to implement changes, we all know that many of these changes need to be made soon. If you don't work to make your business leaner and more efficient, there is a good chance that your competitor will use an efficiency method that will give them an edge over you. In our super competitive world you have to do everything you can to stay ahead of the competition or you will fail.
One of the most popular of these methods is the lean deployment process. Lean deployment focuses on a highly organized method by which to connect producers and consumers. The question many manager have, however, is how to evaluate a disruption of the lean deployment process. This is a difficult issue, because disruptions occur in various ways. A serious economic disruption can result in some significant problems for lean deployment. This is not because lean deployment is more difficult in an economic downturn. On the contrary, the lean deployment makes business more efficient and more profitable.
The trouble can come because many workers blame lean production for layoffs. Lean deployment need not eliminate workers; becoming more efficient can actually help a company to grow. The point is often to take the workers you currently have and to use them in more efficient ways. However, in the midst ofan economic disruption you will have to evaluate your lean deployment and make changes accordingly. This might result in layoffs for several employees. If this is the case you should explain to them that the issue has nothing to do with the lean deployment process. Explain that the company simply has to make layoffs because of a general downturn. In terms of other disruptions, you need to take a serious look at the lean process you have in place. Ask yourself some basic questions, such as, is the connection between producers and consumers really asefficient as it could be? What is the source of the disruption and can it be easily resolved? Talk to other managers and figure out a solution that incorporates the good ideas of various employees. A disruption is actually not a bad thing for lean deployment because it can teach you what areas are weakest in your process. It give youthe opportunity to take a serious look at what is going on and make changes that could greatly improve the efficiency of your business. Because lean deployment is a process that never ends, look on challenges as a natural part of the process. Respond to a disruption with creativity and enthusiasm and you will find that your efficiency increases tremendously.

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