Lean Manufacturing and the Digital Laboratory
Inside Dental Technology delivers updates on digital workflows, materials, lab techniques, and innovation in dental technology through expert articles and videos.
September 1, 2015
Volume 6, Issue 9, September 2015
Page(s): p. 20
By Bob Yenkner
Creativity, which was once only in the domain of the ceramist, has now been usurped by CAD in the digital dentistry process. The author knows of a laboratory that lost a key employee because the worker did not want to be part of its digital integration and opted for a more traditional laboratory.
The transformation from conventional to digital also requires laboratories to shift from a quality-control mindset in which the focus is on detection of errors to a quality-audit process in which the prevention of errors is the goal. Also, the digital laboratory will require owners to manage the business, not so much the process. Some laboratory owners put a disproportionate amount of time into making products because that is where they started and know best. The numbers and management side of the business is not their comfort zone, leading to an overlooking of process improvement, financials, marketing, and purchasing. This, too, will require change.
While digital manufacturing is drawing significant attention, the digital processes themselves represent only a small portion the entire process. For a value-stream map of a typical crown and bridge process (see IDT’s March 2013 issue for “Value Stream Mapping”), the value-add (transforming or shaping the material to meet customer expectations) portion composes only 5% to 8% of the process. Although laboratories can add value faster and more accurately with digital equipment, they need to consider the other steps in the process that still have significant waste. A typical value-stream map will identify 25 to 30 actions required to increase productivity to support a laboratory’s digitalization. Usually included in that list are layout (workflow), workplace organization, mistake proofing (prevention of errors), and a good measurement package.
No one can stop change; perhaps progress can be postponed, but it will come regardless. Change is difficult, uncomfortable, and hard work. The biggest barrier is the fear of the unknown and potential for failure. Make the move to a digital business model, but incorporate Lean concepts to maximize productivity.
Bob Yenkner is the owner of Practical Process Improvement (PPI) in Higganum, Connecticut.
