But Burg says that syndrome tends to be absent in Japanese manufacturing practices. "They're constantly striving for optimizing their lean practice. Their search will even typically question: "What little thing can I do that would give me an incremental advantage, even a 1% gain in efficiency?" Frequently no cost penalty is involved." The result: a characteristic rapid accumulation of a pile of performance improvements, and it's continuous. In typical U.S. practice, Burg says, "The conventional goals are double-digit performance gains, otherwise nothing is done. And with robots, in an opportunistic sense, U.S. users tend to look at the automatons as a solution while they're actually only potential opportunities."
The other side of the coin is that a proper lean analysis may also show that there is no case for a robot implementation, adds Burg. "Correctly assessing the lean opportunity for robots is a significant consideration -- both for the customer and for us."
The greatest strategic advantage, Burg adds, is to use lean practices as a competitive tool to maintain U.S. manufacturing -- to save the facility from outsourcing.
See Also