Considering Modules?

"...I keep hearing only about the benefits of modular manufacturing. Before I commit, are there any downsides associated with an installation that I should be aware of?" A.H., North Carolina

Too many companies consider modules or work-teams for the wrong reason(s). For example, manufacturing management is not obtaining good results using a progressive work-flow system. So, instead of sharpening their present manufacturing processes they try modules and guess what? Things get worse. Another example would be the managers who spend their days giving orders to people. Modules are not for them either.

Since most module problems are people oriented, modules are clearly for a Theory "Y" people dealing management style. Other issues you will need to consider are; module teamwork is new and different; modules requires a great deal of work, training, anguish and cooperation; Things seldom go smoothly and there will be many issues which need to be continually worked out.

I wish you had been at my "Empowerment" conference. Attendees openly discussed problems associated with installing, running and maintaining modules. Some attendees had successes, but a much larger group said they gave up their modules because they had become more problems then they were worth. According to a poll of the latter group the main causes of failure were; unrealized expectations, major problems with team members, pressure to get them installed too quickly and a lack of continual management commitment. The group seemed to agree that the main reason for failure appeared to be; "Modules were installed before the companies were ready [for them.]"

Harry Truman said it best, "Those who do not learn from history are doomed to repeat it." With modules, the only new thing is the term. The concept of manufacturing one piece at a time was widely used in this country in the fifties and sixties when units flowed in a straight line, down a series of chutes, rather than in today's layouts. The old problems have new names too. For example, what was then a bottleneck is now called "constraint" and balancing things is now called "synchronous manufacturing."

Before you jump in, anticipate as many problems and difficulties as possible and to prepare answers for those situations – as they arise. A few of the questions you will need to address include; what goals and expectations you must commit to, what will you be willing to pay the people, what is the most effective method for team selection, how will the team handle absenteeism and turnover, which modular approach is best for you, how production will be scheduled and controlled, how will you plan for equipment needs and layout, which product to start the concept and how will you satisfy your customer when production drops during the start-up?

The success or failure of modules can sometimes be traced back to the initial discussions – when the concept was first revealed to employees. How you sell the team function, goals, job assignments, potential pay plans and reasons for the change, often measures its success.

As with all projects involving people, plans should be made to involve your employees in the changes which will effect them. Converting from traditional progressive bundle to modular or team manufacturing could take a year or more. Rushing will spell certain failure. Be sure everyone of your employees understands that even though you are committed to the changes they must commit to the module's success which in turn will mean more job security for them. Do not be surprised if some of the volunteers decide not to be the initial "guinea pigs."

The people will sense your sincere desire to make this massive changeover succeed only if there are signs you will do what you have never done before. They will look for signals that you have thought the entire matter out, have a plan and are prepared to give thorough training to everyone involved – in the module (this includes the supervisors who also will have to change as they transition from empress to teacher).

If you do things right you may distill a cooperative and enthusiastic initial group. Give this group your all. Begin to train them to think like managers of their own work and in the roles they will play in the new process. At this point, it must be made clear that they are working towards becoming the bosses and when they succeed you will work for them.

This initial group must clearly understands that it is they who will be making the decisions. They will have to plan their own work, work schedules, machinery and layout, and be taught how to handle absenteeism, cross-training, fixing repairs and machines. It will be their decision on how production will be handled and how they will control their pay and be paid. How they will get their work, findings and other supplies. How they will . . .

To obtain the highly informative balance of this valuable, timely and authoritative paper there is a small recompense fee of $10.00 payable by credit card – using our secure server. Upon notification of your payment, the ENTIRE PAPER will be E-mailed to you.

CLICK HERE TO PAY ON-LINE USING OUR SECURE SERVER

Top of Page

CLICK HERE
TO REVIEW OUR PURCHASING POLICIES

CLICK HERE TO REVIEW OUR MANUAL THAT ADDRESSES THIS SUBJECT IN DEPTH

TO CONTACT US, CLICK HERE