Last autumn, Jaakkoo-Taara launched a development project in collaboration with Lean Habit Oy to enhance its production processes and improve workplace culture. The project has reached its midpoint.
One of the basic ideas of Lean methodology is to create a culture of measurement in the workplace.
– Making things visible and visualizing the current state are the basis for better daily operational management. Employees get a clear understanding of whether the day was successful and can see, for example, whether there are delays in customer deliveries, says Timo Haapsaari, CEO of Lean Habit.
At the factory level, this visualization will be implemented through dashboards integrated with production equipment, providing insights into daily target achievements and areas for improvement.
– This allows employees to see what has happened during the previous workday or shift. A similar view has also been planned for the factory’s morning meeting, so that the situation can be visualized more clearly at both team and departmental levels, Haapsaari says.
Another of the project’s overarching themes has been reviewing the investment plan.
– We are reviewing what additional equipment or other investments are needed to support growth and remove bottlenecks in the factory. We have been working on this every two weeks and will continue to work on it as long as the need requires, Haapsaari says.
The IT team has started to take action, among other things, by creating a new partner portal.
– We have created a portal that clarifies the cooperation and communication between Jaakkoo-Taara and partners regarding schedules and projects, among other things, Haapsaari says.
One concrete thing currently being worked on is creating a productivity checklist for a new product entering production for the first time.
– When a new product is introduced, the production team will review aspects such as color specifications and other parameters to ensure they are feasible for manufacturing. In the past, some products have been challenging to produce due to overlooked details. This checklist aims to prevent such issues, Haapsaari explains.
The special requirements and approval processes of the pharmaceutical industry in particular make it difficult to change a product afterwards. If a product poses manufacturing challenges, these issues can become permanent, making future improvements harder to implement. For this reason, a checklist would be especially beneficial for new products.
Lean Habit is also emphasizing cultural transformation. Established work practices need to be challenged, while recognizing that cultural change is a gradual and sometimes slow process.
– At Jaakkoo-Taara, we have learned the culture of development together. We are practicing to include everyone’s expertise more widely and to go through development issues more together. Working on the investment plan together has been a great way to learn, and we have received positive feedback. Cultural transformations are always slow and challenging and take time. That’s why it’s important to learn them together, Haapsaari reflects.
Although some changes have taken longer to implement than expected, Haapsaari remains optimistic about the collaboration between Lean Habit and Jaakkoo-Taara.
– The joint development journey has been enjoyable and needed. We have also received direct initiatives and suggestions from employees, which is a great sign. These will be reviewed in more detail during the journey, Haapsaari sums up.