個案總覽

A manufacturing company with a solid reputation for excellent service and quality and a command-and-control style of management with little communication across the organization decides to undertake a lean transformation, working closely with Lean Dynamics, a management consulting group with extensive lean-implementation experience. The challenges the company faces are examined in detail as are the lean implementation process, tools, and practices. But little progress has been made by the end of the second cycle of a three-improvement-process cycle. Students are asked to reflect on various aspects of the case and describe alternative solutions and actions that they might have taken by placing themselves in the role of the CEO, division president, or consultant.

The lean initiative detailed in the (A) case, UV1079, had reached a precarious stage. Despite an optimistic business forecast, there was a disturbing trend developing: the Machine and Systems division of Wausau Equipment Company (WECO) had failed to sell several harvesting systems to customers previously thought to be reliable buyers. It also appeared that the competition was making important inroads in what was traditionally "WECO country." The first wave of improvements made by the eight teams with regard to quality, productivity, and cycle-time reduction was not yet having any impact in the field. Team member enthusiasm to re-engage in the next improvement cycles had waned, yet some managers, supervisors and team leaders voiced strong support for the lean initiative. Pressure to cut costs was growing, and the lean initiative was increasingly seen by some as unnecessary and even wasteful. If the lean initiative were restarted, what could be done to ensure that it was effective and sustainable and what areas of the enterprise should be included? The president of WECO had to develop an agenda for the coming staff meeting, where he hoped to guide discussion toward the future of the lean initiative at his company.

This file contains slides that show the elements chosen by the senior management and consultants to re-engage and re-launch the lean journey at Wausau Equipment Company, following its original failed implementation and necessitated by implementation and acceptance problems at the management level.