Continuous Improvement and Understanding Lean's Role at Your Company

Editor's Note, update May 19, 2010:
Society of Manufacturing Engineers member and author, Mark Hamel, has been awarded The Shingo Prize Research & Professional Publications Award for the Kaizen Event Fieldbook. Given out in May 2010 in Utah at The Shingo Prize Annual Conference, the Shingo Research Award recognizes and promotes research and writing regarding new knowledge and understanding of lean and operational excellence.

SMT recently received a copy of Mark R. Hamel’s Kaizen Event Fieldbook for review. Hamel is a consultant to the manufacturing industry, facilitating the transition to Lean. Lean manufacturing has been a noteworthy electronics assembly strategy for many years, raised to a necessity level by the profit-margin, supply chain, and quality strains of the recession that began in 2008. While manufacturers must work to be lean, they also must make lean principles work for them. “Learn by doing” is the mantra of Hamel, encouraging readers to apply the lean principles that best improve their business. Hamel explains kaizen as “small, cumulative continuous improvements.” While some may be tempted to engage Lean as an abrupt overhaul of their business, these incremental changes will likely result in a more successful and sustainable manufacturing environment. Read a brief description of the book from its publishers here.

The workbook is divided into three sections, an education on the foundations of lean: kaizen, leadership, definitions, and ways to get started; four phases for developing, deploying, and maintaining kaizen events and strategy; and a final section on customizing these principles and actions for the specific business. Perhaps the most valuable resource of the Kaizen Event Fieldbook is appendix of worksheets: forms that can be used for audits, event planning, tracking initiatives, and more. The book is also closely synched with its Website, http://www.kaizenfieldbook.com/, where readers are welcome to ask the author questions, download the blank forms for their employees, and link to related resources suggested by Hamel.

For most electronics manufacturers, aspects of the Lean system are familiar, while others are not. The Fieldbook includes many clear definitions for the terms employed in the lean concept, while Hamel continuously points out that readers should come to the system with an idea of their own goals and interests. There is a difference between memorizing the system and terminology and learning it. Hamel encourages readers to learn the system and adapt it for their individual needs.

To quote Hamel, “the Fieldbook can be applied in several ways: at a corporate level as a framework for developing (improving, if the developing is done) and deploying standard work throughout the organization, and for the personal development of motivated kaizen practitioners. Kaizen’s role within a lean business structure is defined, and the point is frequently made that kaizen is a daily and weekly application of lean, not a single-event makeover. Detailed descriptions of how a kaizen event is planning, how it functions, and how best to maintain its effect are provided.

Contrary to the hype, lean systems can create plenty of waste, when communication lags, implementation is too ambitious, or when follow-up is lacking. Hamel points out that, while the main thrust of the kaizen event is kick-off, training, storyline, leaders’ progress meeting, work strategy, reporting, and recognition, this event is worthless without planning and follow-up. The Fieldbook’s suggestions for communicating include reporting methods as well as input methods to gain fresh ideas from employees. Suggestions even include visual communication, such as different colored shirts for people involved in different parts of a project.

Lean manufacturing demands continuous investment in making the production flow work; eliminating waste; and increasing your business’s performance through higher throughput, fewer errors, faster turn-around, or other metrics. With the Society of Manufacturing Engineers’ seal on this workbook, it looks to be a valuable addition to, or starting point for, a Lean initiative at the manufacturing facility.

For more information, read SME Releases the Kaizen Event Fieldbook

Meredith Courtemanche, managing editor

Eastern European Near-sourcing on the Rise

Much has been made of the attendance numbers at productronica 2009 this year in Munich, Germany. As economic reports have trumpeted a better 2010, and electronics manufacturers have started to see a ramp in RFQs and orders, productronica’s attendance numbers jumped higher than anticipated. What kind of attendee visited the November electronics manufacturing show? From SMT’s informal poll of exhibitors, the attendance base was more European and, of those, more German than in prior years, with fewer attendees from Asia and the U.S. Many exhibitors pointed to Hungary and other Eastern European countries as sending motivated attendees — those sourcing equipment and materials to purchase.

Eastern Europe has a well-trained workforce for electronics manufacturing, according to many companies that sell equipment into the region. It is also linked via a strengthened infrastructure to the EU, with cultural similarities outpacing Euro-Asian business partnerships, and lower transportation costs than the Asia outsourcing model. The difference in labor costs between Eastern Europe and Asia can often be offset by transportation costs, time-to-market, and collaboration abilities. Several large EMS providers run facilities in Eastern Europe as well as Asia: Elcoteq operates in Hungary and Estonia, in addition to its China and India locations. The EMS provider states that it is interested in a broad range of customers, and this diversity of manufacturing bases can help achieve this. Flextronics recently made an acquisition in Slovakia to bolster its medical capabilities.

While none of this is new, productronica 2009 bore out the proof of Eastern European electronics manufacturing surviving the 2008–2009 recession, with companies selling equipment to Eastern European manufacturers, and many exhibitors saying that their most solid potential-customer interactions came from assemblers in this region. The proportion of foreign visitors to the show fell slightly to 42% (2007: 45%). However, there was a further increase in the expertise of visitors. The number of decision-makers rose from 88% in 2007 to 91% this year. The proportion of visitors from the top management level in their company increased from 15% in 2007 to 19% in 2009.

What drove the higher pan-European attendance at productronica 2009? Many possibilities exist, and it was likely a play of many factors coinciding. Travel budgets are limited for virtually every company, making international attendance more challenging. Asia has 4 major tradeshows coming up from end of 2009 through mid-2010, including Nepcon Japan, Nepcon China in Shanghai, Nepcon South China in Shenzhen, and Bohai Electronics Week in Tianjin. Asian manufacturers looking to add capacity or source new materials could likely wait for these regional shows to peruse the market, especially as investment budgets are still cautiously guarded. However, the increasing desire for smaller lot sizes, more reliability, and increased OEM/EMS interaction sets the stage for Eastern Europe to gain importance on the global manufacturing scene. With better trans-European infrastructure, cultural similarities, and a limited-cost workforce, near-sourcing to Eastern Europe is an attractive option for companies seeking those aforementioned qualities. For more on the shift away from Asia outsourcing, read Is the Migration of Electronics Manufacturing to Asia Slowing? from Charlie Barnhart Associates.

The next productronica will take place at the New Munich Trade Fair Center from November 15 to 18, 2011. Read the full report on productronica attendance on SMT’s Website, Demographics of productronica 2009

Meredith Courtemanche, executive editor