Not all shops have the time and resources to pull off large initiative, but they can still be lean.
Nina Ceja, operations manager at United Fleet Maintenance (UFM) in Woodland, California, expected some comebacks in the first few months when the shop opened in 2021. Having to rework jobs is one of the most egregious anti-lean events a shop can have, for it doubles the work, possibly parts, and hurts the relationship with the customer. So Ceja said UFM now has the most senior tech review the junior techs’ work (they have four techs total) having them explain their work step by step. It takes more time, Ceja admitted, but in the long run it prevents waste and protects the customer.
Though Ceja didn’t know it, UFM also naturally practices the 5S methodology of lean: Sort, Set in Order, Shine, Standardize, and Sustain. This really just means she makes sure the shop is clean and organized on a weekly basis.
A main reason is that the shop also services recreation vehicles, bringing in older customers.
“We have to keep the floors clean; we cannot have anybody trip over something,” she stressed.
Ceja also assigned the shop tech right out of school as the de facto lean enforcer.
“He is our main guy to ensure that everything is in its own place and understands why they're in that place,” Ceja said. It also feels like a good learning opportunity for him to get his hands on all the tools— by being the person who's responsible for making sure they stay in their spots.”
He’s also in charge of parts inventory, so he separates parts by various jobs, learning what brands are associated with which asset.
It’s sneakily brilliant, as the shop stays organized, allowing everyone to work more efficiently, while this one tech learns on the job.
