Why our regional industries should urgently foster lean mentality

By Mubiru Deograthius

The Lean manufacturing philosophy introduced by the Japanese into their auto industries after World War II has since then set them on a path of continuous industrial growth.

By 2003, Toyota was already earning USD 8.13billions more than the combined earnings of the Top 3 USA companies; GM, Chrysler, and Ford. Remember, these big 3 had led the industry for the whole of the 20th century, and now Toyota comes ahead of them combined! In the East African region, we have to put our mind and brains at work if we are to grow and have high impact industrialisation.

We have to adopt the best practices and to modify areas where we are not performing well. Of course most demands are placed on the ‘think tanks' of our manufacturing industries. Perhaps we can nurture and develop a Lean mentality in our engineers and administrators in the field of manufacturing.

The Japanese first inspired us to ‘kaizen' a strategy of continuous improvement, which in manufacturing gave birth to lean manufacturing. The implementation of lean had challenges but these were far outweighed by the desired results and impact. If we are to implement these lean practices in our industries here we can benefit massively.

Let's look at a few working concepts as an example.  ‘Genchi genbutsu' which literally means to go and see for yourself to thoroughly understand the situation. We still have problem-solvers in our regional industries who do their work based on superficial hearsay rather than digging deep to the root cause.

The other concept is ‘Nemawashi' which literally means "slow decision but fast action." One of the problems we have in our industries is that orders from above reach the bottom very fast as though by gravitational force, and yet suggestions from below (people on the work floor) take centuries to be heard by those at the top. People on the floor are rarely involved in problem solving and troubleshooting.

The implementation of Nemawashi means problems and potential solutions will be discussed with all those affected, to collect ideas and get agreement on the path forward. Of course, this is a time consuming process but people will know they are valued and their implementation of the decision will be fast. There are many other concepts such as ‘jidoka', JIT, 5S, etc.

In each of the aspects of manufacturing industries, a lean mentality can be developed. For example, in maintenance engineering a lean mentality can be employed; or it can be termed as lean maintenance. Lean maintenance basically focuses on delivering /doing maintenance activities while eliminating waste as much as possible.

The waste in maintenance can be unproductive work (efficiently doing work that does not increase equipment reliability), rework (having to repeat tasks due to poor workmanship), poor management of inventory (not having an adequate amount of the right parts at the right time), unnecessary motion such as looking for tools to do the job; etc. Much other waste can be identified and eliminated or minimised if one has a lean mentality.

If lean mentality is encouraged, industrial growth will be assured, our climate will be a safer and greener; and the benefits for our economy will be immense.

The author is a Mechanical Engineer, a Graduate member of Uganda Institute of Professional Engineers, and works with Crown Beverages Limited (Pepsi-Uganda)