Good Business

IN THE manufacturing sector, technology is constantly evolving, sometimes to the detriment of factory-floor workers, who can often feel left behind, redundant or unmotivated. Lean Labour principles drive innovation and business results while encouraging workers to be more productive and increasing job satisfaction.

From balancing labour and demand to delivering an accurate paycheque, getting the most out of the entire workforce, improving daily operational decisionmaking, ensuring workers feel valued, and everything in between, Lean Labour focuses on the workforce and how it functions with the other resources required for production.

WHAT IS LEAN LABOUR? LET’S BREAK IT DOWN

Lean Labour is a continuous-improvement methodology that positions the workforce at the centre of manufacturing success. It’s also about taking a long, hard look at processes, with the aim of eradicating anything that doesn’t increase value for the customer.

The Lean Labour mantra is simple: if an activity adds value, keep it; if it doesn’t, eliminate it.

Lean Labour is about inspiring companies to seek improvements in ways they’d never before considered. Even well-established and profitable companies can benefit from the principles.

LEAN STRATEGIES PLACE VALUE ON YOUR WORKFORCE

Lean Labour methodologies provide significant benefits for companies, but not by making employees work harder or for a less-than-fair wage. Instead, cost-benefits are derived via the input and advice of employees with an onthe-ground understanding of the relevant manufacturing processes. These people are often in the perfect position to identify where processes could be improved. They are also best placed to implement changes and, consequently, accelerate production without the need to replace or purchase different equipment. It’s a great way for manufacturers to reduce unit costs and shorten lead times, thereby enjoying even greater cost benefits.

DON’T MOVE YOUR FACILITY; LEAN IN

High labour-cost countries have been losing manufacturing jobs to low labour-cost countries at an alarming rate. However, as wages increase due to inflation or changing government regulations, it can become a tempting profitrealising strategy to continue to move low-skill jobs from one geographic location to the next.

Lean Labour argues that what businesses require is not a single big change, like moving operations, but hundreds of small changes implemented at all levels by all employees. The big challenge is how to motivate the workforce. Combined, these changes have a dramatic effect on a business’ bottom line.

LEAN LABOUR INSPIRES, INCENTIVISES AND EMPOWERS WORKERS

Automation continues to improve manufacturing efficiency and labour productivity. Nevertheless, companies continue to spend a significant proportion of their costs on labour. The challenge for manufacturers is to strike a balance between using technology to improve production standards while not overlooking the ongoing importance of an engaged workforce.

Lean Labour methodologies can help inspire, incentivise and empower workers.

Workforce management software can be used to achieve operational efficiencies including reducing staff absences, better scheduling and flexible work hours that contribute to worker satisfaction, greater company loyalty and, of course, raised productivity.

Processes like data entry can also be streamlined, thereby eliminating wasteful double-handling, and labour can be better managed so the right people with the right skills are always utilised effectively.

A key to successful implementation of Lean Labour methodology is the ability to ensure access to and accurate analysis of data, as well as a software platform that is agile enough to adapt in an unpredictable and evolving manufacturing environment.

GIDEON JOSEPH