The biggest success I’ve witnessed is the change of mindset on solving real issues from the floor up to management. The overall engagement and excitement of our employees, primarily our value adders, had led to an improvement in safety, increased production, and better morale. The KATA mindset shows us that our value adders are our experts, helping get the real issues solved.
AMS helped support the Xpress Boats organization with the application of knowledge and skill building routines, beginning with designating Leader Starter Kata participants (who develop into members of an advance group/steering team). Leadership used strategic planning and value stream mapping, direction setting tools, to create and, ultimately, reach their future state goals. The individual teams associated with the kata challenges then did the work of striving for those strategic challenges, up to the formation and development of a kata advance group, which leads and guides daily practice routines.
AMS staff have found that training within industry (TWI) methodology couples well with the kata advance group for sustainment. Through use of these tools the Xpress Boats team has, thus far, created 3 assembly lines that now use the pull system approach to ensure FIFO methodology (first in, first out). The scheduling process has also been revamped to ensure that they have a daily mix of the different model boats to ensure that the customer demands are met.