The World Class Manufacturing programme at Chrysler, Fiat & Co. |Torbjørn Netland

"The company-specific production system (XPS) of Chrysler is the World Class Manufacturing (WCM) concept, developed by the Fiat Group in 2006. But, what exactly is the WCM? And, what does Chrysler see as keys to success in WCM?

A few answers are given these days at the 4th annual Lean Management Journal Conference in Birmingham, UK: in his morning keynote, Mauro Pino—Vice President for vehicle assembly operations and the Head of World Class Manufacturing in the Chrysler Group—explains how Chrysler “achieves manufacturing excellence across the globe”. Pino stresses that “WCM is how we do our business. Period.” The presentation reminds me of the WCM factories I visited in Brazil, Spain and Sweden last year, all of which confirmed that WCM can be a powerful improvement system—if implemented seriously. Let’s take a closer look at the concept of WCM." Continue reading

Where Have The Scatterplots Gone?

What passes for "business analytics" (BI), as advertised by software vendors, is limited to basic and poorly designed charts that fail to show interactions between variables, even though the use of scatterplots and elementary regression is taught to American middle schoolers and to shop floor operators participating in quality circles.

But the software suppliers seem to think that it is beyond the cognitive ability of executives. Technically, scatterplots are not difficult to generate, and there are even techniques to visualize more complex interactions than between pairs of variables, like trendalyzers or 3D scatterplots. And, of course, visualization is only the first step. You usually need other techniques to base any decision on data.

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Leather Accessory Manufacturing in India | YourStory.com | C. Ramalingegowda

 

"Torero is an Indian leather manufacturing company that is the exclusive global license holder for Cross brand. Here is their story. It  aligns with Prime Minister Narendra Modi’s ‘Make In India’ campaign. It has nearly $20 million in annual revenues, employs 4000 workers...."

Source: yourstory.com

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Beyond A3s: Options for Shopfloor and Management Communication

A3s are still being touted as nothing short of a management revolution, but few organizations actually use them for operator work instructions, problem-solving, or hoshin planning. This raises the question of whether the objectives pursued with a paper format may not be easier to achieve with more recent technology. In this post, we consider options for operator work instructions. The other applications of A3s deserve separate treatment.

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What Is The Metric For People Development? There Isn't One

Contrary to popular opinion, it is not true that only what gets measured gets done. If it were, business, government, and society at large would come to a halt due to the damage done by metrics gamers, and for the lack of the contributions made by people who do not care whether they are measured. Deming is often quoted on this subject, as saying:

  • "It is wrong to suppose that if you can’t measure it, you can’t manage it – a costly myth.” (Deming, The New Economics. p.35)
  • "People with targets and jobs dependent upon meeting them will probably meet the targets - even if they have to destroy the enterprise to do it." It is cited on Brainy Quotes, but without a source, and it may be apocryphal.

As he showed in his "red bead experiments," his primary concern was about people being rewarded or punished based on random fluctuations in metrics that have nothing to do with their talents or efforts, but there are even more fundamental challenges in an area like people development.

You can measure how much dirt you have shoveled by weighing it, but developing people is different. There is not even a single direction. Some individuals are "hedgehogs," who know one big thing like heat treatment, while others are "foxes," who know many things like all the technical and human moving parts of a production line.

There is no metric-- or even set of metrics -- that can reasonably summarize people development, but it is nonetheless tangible and observable.

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More Recommendations on Part Numbering

Three years ago, a previous post made the case for the key approach to nomenclature, as opposed to the obsolete "smart" numbering systems. In the key approach, the only job of a part number is to be a unique item identifier, through which all relevant information can be retrieved from a database. But you still need to think what items you want to have unique IDs for.

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The one thing Lean Six Sigma got wrong about Lean | Erwin van der Koogh | Guest on Lean Blog

"[...]In 2002, Michael George and Robert Lawrence Jr. published Lean Six Sigma: Combining Six Sigma with Lean Speed, a book that started a revolution that quickly took hold in boardrooms around the globe. Total Quality Control and Six Sigma had always appealed to senior managers, but now it came with the added bonus of increased speed and reduced cost. It was a very welcome addition in the post “dot-com bubble” era and was always too good to be true.[...]"

Source: www.leanblog.org

Michel Baudin's comments:

This is a guest post on Mark Graban's Lean Blog.  Like Mark, I agree with enough of what Erwin says to recommend reading it. Approaches like Lean or Six Sigma emerge out of specific contexts where they are successful, but then their boosters go global cosmic.

Six Sigma started out as a modernization of the tools used to achieve process capability in various segments of the electronics industry, with the goal of making statistical design of experiments a common practice, and the belt system was a way to propagate this body of knowledge. Success in this limited endeavor did not justify selling it as a business panacea.

Lean started out as TPS, which is, to date, the best known way to make cars. TPS has a much broader scope than Six Sigma, encompassing management and technology. It includes human resource management as well as designs for welding lines. The "Lean" label for TPS was a way to allow other car companies to apply it without explicitly referencing Toyota, and to package it for use beyond the car industry. While it's clearly applicable in many industries, it's not a panacea either.

What happens when you try to expand an approach beyond its range of applicability is that you drain it of substance in order to make it generic, as has happened to both Lean and Six Sigma, not to mention Lean Six Sigma. All you are left with at that point is homilies.

I have explained my perspective on these matters in the post "MIT article comparing Lean, TQM, Six Sigma, "and related enterprise process improvement methods."

See on Scoop.it - lean manufacturing

Organize for learning to make kaizen stick | Michael Ballé

"[...]the Quality Director would ask the nursing supervisor to track the time of first incision in each theater every day and share the results with surgeons. This simple measure increased OR usage by 20% in the first month. It also led to heated discussions among surgeons (why were some late and others on time?) and paved the way for further kaizen. But then one of the crises hospitals are so accustomed to came, and the practice was abandoned. Theater usage went back to what it was before.[...]"

Source: planet-lean.com

Michel Baudin's comments:

The author is missing an essential point: changes that add labor are unsustainable. They will be reversed at the first emergency and rarely if ever reinstated once the emergency is over. Asking a nursing supervisor to track the time of first incision in each operating room meant adding to his or her work, without reducing anybody else's. It was a change all right, but not a Kaizen.

Surgeons in front of Gilbreth's grid

Surgeons with grid used  by Gilbreth to track motion on film

100 years ago, Frank Gilbreth improved the performance of operating rooms by, among other things, having nurses supply tools and instruments to surgeons rather than having the surgeons leave the patient to fetch them. Work previously done by the surgeon was offloaded to nurses for the benefit of the patient, without any net addition of labor. It was a genuine improvement and became standard practice.

The author quotes Ohno as  saying  "Why not make the work easier and more interesting so that people do not have to sweat?" Adding record-keeping tasks does not fit that bill.

See on Scoop.it - lean manufacturing

Toyota's car factory of the future | Autocar Professional

"Toyota says it has has completely re-thought the way its future car factories will operate. Its plans for the new-generation factories – nicknamed ‘simple and slim’ – are well advanced. Toyota claims they will be 25 percent smaller than existing plants, require 40% less investment and emit up to 55% less CO2. Toyota also plans to re-engineer the production lines so they can be shortened or lengthened in less than 80 minutes. It’s claimed that a standard line can be shrunk from a 100,000 car-per-year capacity to just 50,000 cars, or vice versa. This would allow capacity to be easily reduced or increased depending on demand"

Source: www.autocarpro.in

Michel Baudin's comments:

Thanks to Rob van Stekelenborg, a.k.a. Dumontis, for this scoop, which, again provides more specifics on Toyota's plans, including surface-mounted conveyors, smaller paint shops, laser screw welding, what sounds like induction heating of sheet metal for stamping, and a variety of energy saving techniques.

See on Scoop.it - lean manufacturing

Toyota's Shared-Parts Strategy | IndustryWeek

"Toyota said the move, aimed at cutting development costs by 20%, would start with mid-sized, front-wheel-drive vehicles this year. It wants half of vehicles it sells globally by 2020 to fall under the new platform strategy."

Source: www.industryweek.com

Michel Baudin's comments:

Specifics are trickling out about Toyota's plans. It seems that they want to make more different products from fewer components and have plants that are competitive even at low volume.

Readers' comments on the idea of having fewer platforms and more common parts are focused on the risk of extensive recalls, and the way such recalls can wipe out any savings achieved by the strategy.

It really is a matter of degree and of execution. Having fewer dashboard options might reduce the attractiveness of your products, but using fewer types of proportioning valves will not. Also, it is easier to ensure not only availability but quality as well for fewer components, making recalls less likely.

With regards to volume in a given plant, Toyota's strategy seems a continuation of their work on the Global Body Line, in which the same infrastructure and fixtures could be used for robotic welding at high volume and manual welding at low volume.

See on Scoop.it - lean manufacturing