Why Plant Reliability Is the Foundation for Lean Manufacturing Success

As a plant manager for seven years, I led lean initiatives at two very similar facilities. Both produced building‑product components, operated continuous processes, employed roughly 300 hourly staff, and were owned by the same Fortune 500 corporation. The only major difference was that one plant had a mature reliability program in place, while the other relied on reactive maintenance.

Blitz Events

We conducted blitz events in both plants—5‑S or Kaizen sessions lasting 3‑5 days, facilitated by a consultant or corporate Continuous Improvement leader, and involving 8‑16 hourly employees.

Blitz Events in a Non‑Reliable Plant

Participation was difficult. The reactive environment made workdays already demanding, so employees resisted extra days. Managers often had to assign staff to the event. Baseline performance measurement was unreliable because equipment downtime disrupted data collection, leading to frustration. Participants were frequently pulled away to fix machinery, especially electricians, mechanics, and supervisors. The result was lost momentum, diminished credibility, and declining employee engagement.

Blitz Events in a Reliable Plant

In the reliable facility, blitz events were a highlight. The two‑year reliability effort had stabilized the plant, boosting management credibility. Employees knew that better machine condition translated into smoother workdays and welcomed the chance to influence continuous improvement. Most could stay the full duration because the plant rarely needed them for urgent repairs, allowing full ownership of results and sustained gains.

Kanban

Both plants used typical inventory strategies based on forecast or working‑capital directives, but only the reliable plant could implement a true Kanban system to meet actual customer demand.

Kanban in a Non‑Reliable Plant

Instability and frequent downtime forced us to produce products regardless of need, simply to meet gross production targets. Kanban was impossible; we relied on large inventory buffers to maintain high fill rates, but at the cost of working‑capital efficiency.

Kanban in a Reliable Plant

After three years of reliability work, the plant could confidently launch a Kanban on a popular product line. Initial resistance from warehouse and scheduling staff—fears of low inventory—was addressed through training and engagement. The system ran smoothly, with only minor tweaks in the first months. Financial benefits appeared quickly, but the real win was improved warehouse conditions: wider aisles for forklifts, less driver stress, fewer product and property damages, and lower storage costs—all while maintaining high customer service levels.

The experience of leading these two comparable yet divergent facilities underscores the necessity of plant reliability before implementing lean manufacturing. Planned, scheduled, and closed‑out maintenance builds the discipline required for successful lean execution.

About the author:
Paul Borders, a principal consultant with Life Cycle Engineering, has 17 years of progressive experience in top quality plant operations, quality control, safety, and environmental management. He has delivered consistent and significant performance improvements in all operating metrics: productivity, quality, safety, cost effectiveness, profitability, and employee engagement. For more information, e‑mail pborders@LCE.com or visit www.LCE.com.