University of Washington: Keen on Lean
Faced with a deficit just two years ago, the University of Washington’s in-plant has turned its financial situation around and repositioned itself for success by implementing Lean production practices.
"We do meet a lot," Davis chuckles, "but we're not just talking and we're not sitting around—literally." He points out that team members stand at the team's main Lean board. Working the board, they define their 30-, 60- and 90-day goals and suggest solutions.
Initially, some employees were skeptical of Lean. "Some thought it was a flavor of the month and [were concerned about the] amount of time needed to commit to Lean," Davis relates. "But, over time, teams became successful, implemented results and received very positive and public recognition from upper management."
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