Why lean management is important for your company
Lean management is a globally recognized method for increasing efficiency and effectiveness.
The origin of lean management lies in the automotive industry and from there lean management has spread to almost every manufacturing industry.
More than ever, manufacturing companies are forced to grow profitably. Global competition, cost pressure, customer requirements and technological changes force companies to react flexible to market requirements.
Lean management is the answer with which successful companies can meet the new market requirements. Lean management is not a project with an end date, but a philosophy that must be anchored in the corporate consciousness of all employees at all levels.
Only those who document errors and problems and visualize them transparently are able to analyze them and remedy them sustainably.
On the basis of methodical analyzes, I work with you to develop solutions for sustainable improvement / increasing quality, effectiveness, flexibility and efficiency.
The basis is the consistent avoidance of waste, the balance between employees and machines as well as the smoothing of the production volume (Muda / Muri / Mura).
Characteristic projects
2019 Mercedes-Benz (Pune)
Optimization of the workstations in the body shop of various series. Training of the planning staff on the subject of industrial engineering including application in production. Analysis of potential for improvement and savings in waste.
2018 Automotive (Kamenz)
Planning of supplychain in battery production for the production line. Planning of material provision in the production line, route supply, order picking and areas.
2018 Mercedes-Benz US (Tuscaloosa)
Establishment and training of shop floor management in the body shop. Optimization of reporting and visualization as well as support and training of the employees in implementation.
2017 Daimler AG (Sindelfingen)
Project to optimize and control inline rework in the field of electrics. Analysis and definition of new processes to control inline rework.
2016 Mercedes-Benz Cars Vans (Iracemápolis)
Planning, construction and start-up of a series in the assembly area completely as line production. Product preparation and training of employees in work management as part of an IPV in Germany. Planning of standards, areas, material provision of the line, routes and shopping carts. Integration of a work management system on an electronic basis for planning and documenting work processes.
1997-2015 Daimler AG
Planning and implementation of various series as part of interdisciplinary product preparation (standards, operating resources, material provision, equipment, work processes, ergonomics, order picking, etc.). Series planning in the E-Class area (work processes, standards, operating resources, equipment, ergonomics, material provision, order picking, SAP order planning, technical changes, staffing, assessing suggestions for improvement, ...). Projects.
About me
Holger Thieringer
Lean consultant, project manager, factory planner
My professional career began in 1982 with an apprenticeship as a motor vehicle fitter, followed by 7 years of assembly work in a wide variety of departments at the Daimler AG. In 1994 I took on a master position in door assembly including various commissioning and pre-assemblies. In 1997 I switched to planning, where I worked in various functions for over 19 years. This included efficiency and effectiveness projects, start-up planning for various series and optimization, machine planning, training for employees and projects with different orientations.
Since 2015 I have been working as a consultant in the CKD division (foreign plants in Brazil, India, Russia, Vietnam, Thailand, Indonesia, Malaysia) at the Daimler AG. The focus is on the lean optimization of production and the implementation of industrial engineering in the plants.
In 2018 I graduated as a Lean Consultant at Reutlingen University. Based on my expertise, I work with you to develop solutions for the optimal design of your production.
My consulting services
Process optimization
Balancing
Leveling
Standardization
5S
Karakuri
Process control
Value stream
Line planning
Flexible employee systems
Shopfloor Management
Communication
Visualization
Report optimization
Logistics optimization
Material delivery
Route planning
Material provision
Kanban
Salad bar
Warehouse design
Shopping cart
Supermarket
Quality management
Quality control loops
Visualization
Jidoka
Poka Yoke
Quality tools (7Q)
8-step logic
OEE and setup
Bottleneck analysis
OEE optimization
Optimization of setup times
Flow optimization
SMED
MTBF
MTTR
Troubleshooting
Systematic problem solutions:
5 Why
8D / A3 PLP
DeltaLyze
More about lean management
Flow
Henry Ford was a pioneer and wrote history with the Ford Model T. He introduced the assembly line to the auto industry after visiting slaughterhouses in Chicago. In the slaughterhouses, the pigs were attached to the ceiling with hooks and were pulled on rails. Henry Ford picked up this idea and applied it to the automotive industry.
Gemba
Sakichi Toyoda studied problems in practice by observing processes for hours. The intention was to determine the real cause of the problem, to analyze it and to test the success of its solution. This principle is still characterizing the Toyota Production System and is also known under the name "Genchi Genbutsu".
Jidoka
The Jidoka principle is one of the pillars of the Toyota Production System. The idea is based on the invention of an independently stopping loom. As soon as a thread broke, the loom stopped automatically. In this way, no defective products could be made. The cause was immediately investigated and remedied. Subsequent rework and scrap material was avoided.
Kaizen
The Japanese work philosophy Kaizen means “improvement for the good” (Kai = Change and Zen = Good). It describes the pursuit of continuous improvement. The improvement takes place in the step-by-step optimization of products or processes. Masaaki Imai contributed to the spread of the idea in the West with his book "Kaizen". Here the principle was further developed under the term CIP (Continuous Improvement Process).
Supermarket TPS
Taiichi Ohno traveled to the USA in 1956 to find out about new manufacturing processes in the automotive industry. He noticed the “American supermarket concept”. No stock and need-based reordering. He adopted this concept for production at Toyota and developed the Kanban principle. He later built the Toyota Production System.
Poka Yoke and SMED
Shigeo Shingo was commissioned to reduce setup times as part of the development of the Toyota Production System. He developed the SMED concept (Single Minute Exchange of Dies) and the Poka Yoke principle (error prevention). In this way, errors that lead to high costs or quality issues in the further production process are avoided at an early stage.
PDCA
Based on the theories of Walter A. Shewhart, William Deming developed the PDCA methodology (Plan, Do, Check, Act). Deming came to Japan in 1950 as a statistician and quality expert. In 1951 the first company was awarded with the Deming Prize for particularly high quality in production.
Ishikawa
Kaoro Ishikawa developed the Ishikawa diagram, also known as the herringbone diagram. With this graphical representation of causes that lead to a result or influence these, causes of problems are to be recognized and represented. Ishikawa is one of the 7 quality tools of lean management today.
CONTACT
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Thieringer Consulting | Holger Thieringer | Pfeifferweg 5 | 72401 Haigerloch | VAT ID: DE 341324199