Operator-Lead Continuous Improvement (O.L. Model)
This video talks about how continuous improvement looks in a manufacturing facility or organization when it is lead by the operator or the process owner.
The traditional model usually assigns a support person to lead the improvement effort. They may or may not get input from the operator. This person can be an engineer, supervisor or outside consultant
The O.L. Model assigns an operator or process owner to lead the improvement effort with the help of a support person. The operator has the skill and the desire to move the improvement effort forward.
Why is the O.L. Model important or why does it make a difference?
- Sustainability of improvement
- Greater understanding of why
- Greater ownership of results
- Increased engagement
- It is a more effective solution
- Decisions can be made faster
- The operator has a higher level of skill and knowledge than the support person
- Increases value stream capability
- Capability/skills increase with each improvement
What are some common approaches?
Includes leader, facilitator, support people,etc through OLPC, quality circles, integrated reliability, etc
The C.I. Efforts are lead by the owner operator through Kata Coaching, JDI, CI Certification programs, Improvement Ideation programs
Both approaches are achieved by the same means:
- More authority to the operator
- Improved flow of information/Data
- Increased capability (Lean/C.I. tools)
- Greater rewards for operator/process owner
How to increase effectiveness?
PLAN – Align operator, process owner and improvement objectives with the overall company strategy
DO – Execute ideation, action plans, change management, and vertical/horizontal communication on a systematic way.
CHECK – Maintain metrics and indicators to validate progress and organize scheduled reviews.
ACT – Allocate resources and training where needed, celebrate success, document and share key learnings.