Lean Enterprise Institute Logo
  • Contact Us
  • Newsletter Signup
  • Cart (78)
  • Account
  • Search
Lean Enterprise Institute Logo
  • Explore Lean
        • What is Lean?
        • The Lean Transformation Framework
        • A Brief History of Lean
        • Lexicon Terms
        • Topics to explore
          • Operations
          • Lean Product & Process Development
          • Administration & Support
          • Problem-Solving
          • Coaching
          • Executive Leadership
          • Line Management
  • The Lean Post
        • Subscribe to see exclusive content
          • Subscribe
        • Featured posts
          Challenge: Understand and Adapt for Sales Pace Growth

          Lean Product and Process Development at Scale:...

          craftsmanship

          Pursuing Perfection: Craftsmanship in Product Development

          • See all Posts
  • Events & Courses
        • Forms and Templates
        • Featured learning
          • The Future of People at Work Symposium 

            July 18, 2024 | Detroit, Michigan

          • Hoshin Kanri

            September 06, 2024 | Coach-Led Online Course

          • Lean Warehousing and Distribution Operations

            September 11, 2024 | Plant City, Florida and Gainesville, Florida

          • Key Concepts of Lean Management

            September 16, 2024 | Coach-Led Online Course

          • See all Events
  • Training & Consulting for Organizations​
        • Interested in exploring a partnership with us?
          • Schedule a Call
        • Getting Started
        • Leadership Development
        • Custom Training
        • Enterprise Transformation​
  • Store
        • Book Ordering Information
        • Shopping Cart
        • Featured books
          Managing to Learn: Using the A3 management process

          Managing to Learn: Using the A3 management process

          A3 Getting Started Guide 2

          A3 Getting Started Guide

          • See all Books
  • About Us
        • Our people
          • Senior Advisors and Staff
          • Faculty
          • Board of Directors
        • Contact Us
        • Lean Global Network
        • Press Releases
        • In the News
        • Careers
        • About us

The Lean Post / Articles / Challenge: Understand and Adapt for Sales Pace Growth

Challenge: Understand and Adapt for Sales Pace Growth

Operations

Challenge: Understand and Adapt for Sales Pace Growth

By Jeff Smith

May 21, 2014

It's our first Lean Challenge post! Come up with a plan to help a machining business deal with the technical and social challenges posed by increasing customer demand.

FacebookTweetLinkedInPrintComment

Sam runs a small CNC Machining business. One department working one shift has 30 machines—25 people (working on those machines directly and another 5 people supplying materials—plus a supervisor. Pete wants to grow his business to keep pace with customer demand that is increasing 20% beyond his current volume of 5,000 rods a day.

Sam’s challenge (and yours) is to understand where exactly his team stands at this particular moment and what changes are necessary for growth. Pete’s guys and gals have always shipped on-time.

Each process looks like this:

Challenge: Understand and Adapt for Sales Pace Growth

Each machine cycle takes 2 minutes to make a piece. The human time is 8 seconds to unload, load, and cycle the machine. There are 5 seconds of walk while the machine is cycling to pack completed items and grasp new stock. The automatic time of the machine is 112 seconds. (Recall there are 30 of these machines and 25 direct people to work them). The shift is 480 minutes of work time. Any machine is down once weekly for 20 minutes. Quality is spot on (sure would be nice in the real world, wouldn’t it?). Machines are on wheels and can be moved around easily.

Samn’s daily customer volume is 5,000 of these little machined rods. Profit Margin on the product stands at 33%.

So, if you were Sam, what would you look at from a capacity and layout perspective? How about from an individual human growth perspective for the employees? Pete’s people have been working this way for 20 years. Your plan for change needs to address this as much as it addresses what technical changes are required. Remember, the technical aspects are important, but success or failure will be determined by your approach to change.

There are many issues bundled into this challenge. For example, consider how effectively the resources are being used. Can they be better utilized to capture the market growth available? This goes beyond just a cost perspective—how will you generate support for these changes and enthusiasm for continuous improvement?

Your assignment: Come up with a plan and share it in the comments section below. There are many possible ways to improve this situation, on both the technical and human involvement side of things. What’s yours?

FacebookTweetLinkedInPrintComment

Written by:

Jeff Smith

About Jeff Smith

Jeff has 22 years of Toyota Production System experience gained through his work at NUMMI as a Supervisor of Truck Frame & Chassis Lines, Labor Relations Representative, and with the TPS internal Kaizen Group. Jeff also had a multiyear assignment with the Toyota Supplier Support Center. After resigning from Toyota,…

Read more about Jeff Smith

Leave a Comment Cancel reply

Your email address will not be published. Required fields are marked *

Related

A digitized brain exploding into vectors and jumbled computer code.

Operations

A New Era of Jidoka: How ChatGPT Could Alter the Relationship between Machines, Humans, and their Minds

Article by Matthew Savas

improvement kata coaching kata model 2

Operations

The Fundamentals of Improvement and Coaching Kata

Article by Lean Leaper

sensei back belt close up

Operations

Ask Art: Why is a Lean Sensei Necessary?

Article by Art Byrne

Related books

The Power of Process book cover

The Power of Process – A Story of Innovative Lean Process Development

by Eric Ethington and Matt Zayko

The Gold Mine (Audio CD)

The Gold Mine (Audio CD)

by Freddy Ballé and Michael Ballé

Related events

September 11, 2024 | Plant City, Florida and Gainesville, Florida

Lean Warehousing and Distribution Operations

Learn more

September 26, 2024 | Morgantown, PA or Remond, WA

Building a Lean Operating and Management System 

Learn more

Explore topics

Operations graphic icon Operations
Coaching graphic icon Coaching
Line Management graphic icon Line Management
Problem Solving graphic icon Problem Solving
Administration & Support graphic icon Administration & Support
Executive Leadership graphic icon Executive Leadership
Product and Process Development graphic icon Product & Process Development

Subscribe to get the very best of lean thinking delivered right to your inbox

Subscribe
  • Privacy Policy
  • Sitemap
  • LinkedIn
  • Twitter
  • YouTube
  • Instagram
  • Facebook

©Copyright 2000-2024 Lean Enterprise Institute, Inc. All rights reserved.
Lean Enterprise Institute, the leaper image, and stick figure are registered trademarks of Lean Enterprise Institute, Inc.

This website uses cookies to improve your experience. We'll assume you're ok with this, but you can opt-out if you wish. Learn More. ACCEPT
Privacy & Cookies Policy

Privacy Overview

This website uses cookies to improve your experience while you navigate through the website. Out of these cookies, the cookies that are categorized as necessary are stored on your browser as they are essential for the working of basic functionalities of the website. We also use third-party cookies that help us analyze and understand how you use this website. These cookies will be stored in your browser only with your consent. You also have the option to opt-out of these cookies. But opting out of some of these cookies may have an effect on your browsing experience.
Necessary
Always Enabled
Necessary cookies are absolutely essential for the website to function properly. This category only includes cookies that ensures basic functionalities and security features of the website. These cookies do not store any personal information.
Non-necessary
Any cookies that may not be particularly necessary for the website to function and is used specifically to collect user personal data via analytics, ads, other embedded contents are termed as non-necessary cookies. It is mandatory to procure user consent prior to running these cookies on your website.
SAVE & ACCEPT