Issue link: https://industrialengineer.epubxp.com/i/920036
January 2018 | ISE Magazine 45 Then comes time to develop the new process. Based on a detailed evaluation and brainstorming/discussions with stakeholders, ISEs can figure out ways to improve the process and remove the root causes of the problem. Cross-functional teams will help a great deal in coming up with good and intelligent solutions. More than one solution should be iden- tified before any decision is made. Evaluation requires industrial and systems engineers to determine the pros and cons of each alternative. Use fac- tors like cost of implementation, ease of implementation, benefits and pay for selecting the best alternative. There should be agreement among all stake- holders involved before implementing the solution. Before implementation, document and train the persons who are working on it to enable them to become famil- iar and comfortable with the new way of working. Then your organization can install the new process and observe it for any possible issues. Resolve those issues to ensure that the new process is smooth and has no kinks. And, of course, it is very important that the new process is supported and checked for long-term success and long- term benefits. Of gaskets and assembly Examples of methods improvements abound in assembly, including the fol- lowing cases that involve aircraft and a factory. An aerospace company that makes business jets had an interesting situation that required the application of methods improvement. The plane was built in Europe and flown to the United States, where employees working in the interior department covered and installed fur- niture, along with installing electronics and entertainment systems. These were high-dollar-value products and custom- built based on customer specification. The division had a wood shop that built all the furniture and cabinetry. Workers used glue to apply veneer to Lean hits the hair salon Tired of waiting for weeks for a salon appointment and then forking over hundreds of dollars? Well, if you're anywhere near midtown Detroit, lean manufacturing principles will make it possible for you to walk in to Paralee Boyd, pluck down $40, get an appointment and walk out. Owner Dana White told the Vox Media website Curbed Detroit that the space was "designed to the inch" with a focus on efficiency. Using lean principles, White, who named the salon after her grandmother, has trained her employees in the skilled trades, focusing the product on hair health and a relaxing customer experience. Styling chairs point to photos, not mirrors, allowing stylists to work quickly. And lounge seating is minimal, since it implies waiting.