e views - January 2009 - (Page 19)

Lean printing— hit or myth? Google the words ‘Lean production’ and you will find more people than you can imagine offering advice on new techniques and methodologies which will allow your business to operate more productively, more effectively, and more profitably. However, you may also be disappointed with how much of what you find is new, or original—the reason being that the underlying premise of Lean is based on the principles of sound business sense, and these principles have been around a very long time. The following discussion explores what Lean is, how applicable it is to the document production process, as well as sharing some key points of learning that Sefas has experienced with its customers worldwide. Lean production—a perspective “Perfection is reached not when there is nothing left to add, but when there is nothing left to take away." - Albert Einstein. While the history of lean production lies in the automotive assembly sector (with Henry Ford widely recognised as founding the principles of lean manufacturing, which were then formalised by post-War Toyota and led the way in building structured and replicable tools), its relevance is as applicable in the world of document production. Whereas many of the tools (5S, Value Stream Mapping, etc.) may appear complex and many of the concepts (muda, mura) simplistic, the underlying essence is invaluable; creating, producing, assembling, and distributing documents quicker, cheaper, and better than was done previously. And, by the way, leaner is most often greener. The main issue when talking about ‘Lean’ (with a capital ‘L is that it can seem too ’) prescriptive to many organisations that see it as a science with a right and wrong way of doing things. In fact it is recognised that Lean is NOT a tool kit; it is a perspective of how your company can improve. If your organisation has willingness and ambition, then it will become leaner; if it does not, then no number of tools, concepts, or methodologies will allow you to deliver Lean improvements. Common success factors Sefas works with many of the largest document producers across the world and has been involved in a great number of ‘lean’ projects over the past 15 years. Some of these projects have been recognised as ‘lean’ from the outset, and have included lean methodologies throughout; while others have resulted in leaner production without the use of specific tools. A good example is Nationwide Building Society— an organisation that set out to improve the integrity of its mailings through building an Automated Document Factory and, in doing so, reduced muda (wastage) and mura (unevenness, or incidents of non-comformance). The success factors common to all these projects have been: • The customer has a clear vision of what it is they are trying to achieve—and this vision is shared with, and by, their own staff and suppliers • The customer has a desire to improve things on a permanent basis—lean fixes do not work on short-term problems 19 Issue 7 January 2009 e• views Journal, Xplor UK & Ireland Edition

Table of Contents Feed for the Digital Edition of e views - January 2009

e views - January 2009 Contents Technology Management Creating a Print Intelligent Enterprise The Future of Broadband Connectivity: @ 320 kph? TPE Master Class Cover Story TransPromo and the Credit Crunch Xplor Europe News Service Directory

e views - January 2009

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