A lean route to manufacturing survival

Abstract Purpose – Aims to detail the ongoing implementation of lean manufacturing at a UK‐based electronic product‐manufacturing operation. Design/methodology/approach – Describes how and why a manufacturing operation, which had already seen major improvements that had made it a highly regarded plant, is adopting lean manufacturing as part of a manufacturing survival strategy. It also looks at some of the main Lean projects undertaken, the major benefits gained and the key lesson learned. Findings – While the operation's highly effective continuous improvement programme had delivered a major culture change along with significant OEE and quality improvements, the introduction of lean manufacturing highlighted that this had been achieved at the cost of creating a number of "islands of excellence"; resulting in high levels of WIP and long lead times. The implementation of lean manufacturing is now enabling this electronic products manufacturer to build on its excellent foundation of continuous improvement, and start the process of moving away from batch and queue to creating flow through the whole plant; reducing WIP and lead time, and improving productivity, without compromising previous gains. Originality/value – Brings to the attention of managers how it often takes the wider focus offered by lean manufacturing to discover the hidden waste that can reside even in operations that appear to be very effective. Confirms the importance of moving from a batch and queue mentality to process flow, and the productivity benefits that can be gained, but also highlights that even well‐organised businesses are liable to suffer pain when implementing lean, especially with respect to introducing flow and eliminating WIP, which has to be worked through.