Development and coaching of the improvement management


18/06/2010
Development and coaching of the improvement management "The promising factor of the optimization workshops (OWS) is that the defined measures and the required improvement processes are sustained by the employees. This means that the employees will practice and use them permanently and effectively." This is one of the essential benefits for the managing director Günther Zimmer.
The Zimmer Group has decided to opt for the improvement workshops conducted by SCHULER as these are a highly effective method for the continuous improvement. The business management and the second management level were initially prepared for the planned workshop series in a one day kick-off event. The main focus was set on themes such as the "continuous improvement process" or the "seven types of wasting".

		Pilot workshop – a good start for a successful cooperation Two weeks after having raised the awareness of the management levels, the first workshop started as "flagship project". For this workshop a workstation was selected in the gripper assembly at which similar grippers in different scales are assembled. During the task analysis, the workshop team detected rapidly enormous potential that should be fully utilized. The major concerns were the lacking of required tools at the workstation, lengthy routes, too many preparatory jobs which had nothing to do with the assembly and no flexibility at the individual assembly tables because the materials were suitable only for one size. Reorganization suggestions were elaborated and were implemented to appr. 90% still during the workshop week. The result was really impressive: The number of the assembly tables was reduced by 50%, the remaining workstations are now suitable for several sizes of grippers and all tools required are within easy reach and completely available at the assembly table.

The formula for success finds further application

The success of the pilot workshop during which the wasting per assembly operator could be significantly reduced showed that the initiators had chosen the right course of action. Therefore the next workshops were not long in coming. Full consideration was not only given to the assembly but to all areas alongside the value creation chain, ranging from the production through to the storage area. The employees quickly realized that a workshop offers for them the possibility to take actively part in the reorganization. And that is one of the secrets behind the success of the employee-supported improvement workshops. If the employees are actively involved in the discussions, they will fully support the result and ensure that defined standards will be applied.