u/Ashamed-Illustrator9

Merhaba,

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I’ve been working at a new factory for about a month now. I’m basically the first person trying to start a lean transformation there — the company has never done anything like this before.

After giving me a general overview of the processes, management specifically asked me to speed up the second-to-last stage of production. The thing is, they directed me toward a specific area before I even had the chance to properly identify the real bottleneck. I didn’t want to come across as difficult since this is also the company’s first experience with lean transformation. My idea was to improve the obvious wastes in this area first, gain their trust with measurable efficiency improvements, and then later work on a broader system-wide optimization.

However, once I got into the process, I realized there are constant stoppages caused by defects and mistakes coming from previous stages. When I tried to investigate the upstream quality control process, the response I got was basically: “There will always be mistakes in these jobs, just speed up the area we told you to focus on.”

To explain the process a little more: operators scan packaged products and place them into barcode-labeled boxes. The system tracks which products are inside which box. After scanning, the operator also has to physically organize the products neatly into the carton.

I did a very simple time-study-based improvement: I assigned one helper for every three operators. The helpers handle material fetching and box arrangement, while the operators stay focused only on scanning. After implementing this, production output increased from around 60–70k units per day when I first arrived to roughly 90–110k now.

Despite this improvement, management still says it’s not enough and keeps pushing me to speed up this area even more. But the defective or problematic products arriving from previous stages genuinely slow the process down.

So what would you do in this situation?

Another issue is that management doesn’t like the helpers I added. Their argument is basically: “If adding people solves the problem, we could have done that ourselves.”

And one more thing: if I stop constantly walking around the floor and monitoring people all day, production numbers suddenly drop. Am I supposed to stay on top of everyone all the time for this to work?