The purpose of graphics for data visualization is communication, not decoration, which is often forgotten in publications as well as on company performance dashboards. A case in point is the chart on yesterday’s cover of the New York Times. It shows that solar energy currently accounts for more than twice as many jobs as coal. It also shows the numbers of jobs in different sectors and uses a color code to mark some as based on fossil fuels versus renewable and low-emission technologies.
Until recently, most publications would have used a pie chart. Now, graphic artists have found a way to square the pie chart into yet another style that will most likely trickle down to slideware and office walls, in spite of a low data-to-ink ratio and the use of two-dimensional shapes to display one-dimensional data.
Christoph Roser’s pulse line animation
“There are three different options on how to time the production lines.[…] The “easiest” one is an unstructured approach. The processes are still arranged in sequence; however, there is no fixed signal when to start processing a part. The pulse line is also a flow line, but now all parts move at the same time. […] When all processes are done, all parts move to the next process simultaneously. […] Another common way to structure the timing of flow lines is the continuously moving line.”
Sourced through All About Lean
Michel Baudin‘s comments: Christoph’s two posts are great for their rifle-shot focus on the single issue of flow line pacing and for their effective use of animation to illustrate principles. It makes the differences clear in a way you couldn’t on paper.
“Imagine going to work at 7:30 every night and spending the next 12 hours, including meals and breaks, inside a factory where your only job is to insert a single screw into the back of a smartphone, repeating the task over and over and over again. During the day, you sleep in a shared dorm room, and in the evening, you wake up and start all over again.That’s the routine that Dejian Zeng experienced when he spent six weeks working at an iPhone factory near Shanghai, China, last summer. […]. Unlike many of those workers, Zeng did not need to do the job to earn a living. He’s a grad student at New York University, and he worked at the factory for his summer project.”
Sourced through Business Insider
Michel Baudin‘s comments: Thanks to my colleague Kevin Hop for sending me this rare peek into the life of the people who assemble iPhones by hand in Chinese factories each employing tens of thousands of workers. We need to keep in mind that this is the perspective of Dejian Zeng, an American student who was there for 6 weeks, not someone who works there for a living, but it is still informative.
While his account wouldn’t make anyone want to embrace iPhone assembly as a career choice, it’s not a horror story. The work is dull and repetitive, and there is too much of it, but it’s not described as dirty or dangerous. I have seen worse in poorly ventilated paint shops and machine shops with slippery floors, and not only in China.
“This year is the 20th anniversary of the founding of the Lean Enterprise Institute (LEI). There will surely be a big celebration. But in my view, there is less to celebrate than meets the eye. Here’s why:
LEI has controlled the progressive management agenda for the last 20 years. That means they own the failures as well as the successes. By LEIs own reckoning (as well as its sister organization, the Lean Enterprise Academy in the U.K.), success has been much less than they had hoped for.”
Sourced through Bob Emiliani’s blog
Michel Baudin‘s comments: Overall, I agree with Bob’s assessment, but I think American manufacturers deserve more of the blame than the LEI, for faddishly latching on to one tool after another and mistaking it for a panacea. For example, in his introduction to “Learning to See,” Mike Rother explicitly warns the reader that, at Toyota, Materials and Information Flow Analysis (MIFA) is not a major tool. Yes, he repackaged it with the attractive but nonsensical name of “Value Stream Mapping” (VSM), but his audience didn’t have to elevate it to the status that it did.
With Christoph Roser
Christoph Roser, who blogs at AllAboutLean.com, is another on-line correspondent whom I had a chance to meet on this trip. We discussed our backgrounds and shared interests over a brasserie lunch in Paris, across from the Luxembourg gardens, where we walked afterward, among Parisians enjoying the early spring, playing tennis, and watching puppet shows. At one edge of the gardens is the seat of the French Senate; at the opposite, my alma mater, Mines-Paristech.
Brasserie Le Luxembourg
As authors, Christoph and I have been working with the same publisher, Taylor & Francis, and even with the same editor. His “Faster, Better, Cheaper” in the History of Manufacturing came out last year, covering the period “from the stone age to Lean Manufacturing and beyond,” which is very ambitious. I confessed to not having read it cover to cover, but the parts I did read seemed carefully researched. Unfortunately, the way things are made hasn’t been as thoroughly documented as wars and revolutions, and it’s a challenge to trace back the origins of ideas in this area that we apply every day.
Torbjørn Netland, professor of Operations Management at ETH Zürich, blogger at Better Operations, and an on-line correspondent of many years, had invited me to deliver a guest lecture in his course on Global Operations Strategy.
“I have long felt that people have listened too intently to the analysts who have not actually “played the game” – the interpreters of Toyota’s management system, not the people who actually created it. I think that it is easy for all to agree that someone who actually created something is a much better guide than someone who studied it second-hand.[…] Original sources are the best sources to learn from and should form the fundamental basis of your understanding of TPS and Lean. ”
Sourced through Bob Emiliani
Michel Baudin‘s comments: The originators of Toyota’s production and management system are all dead. This includes Sakichi, Kiichiro and Eiji Toyoda, Taiichi Ohno, Shigeo Shingo, and others, which makes it difficult to learn from them through personal communication. We can read what little they published, or rely on the generations that came after them. The people Emiliani shows to the right of Taiichi Ohno as “originators,” Fujio Cho and Chihiro Nakao, actually are disciples of the originators, which isn’t quite the same. As Emiliani sees it, the alternative to learning from these people is learning from “interpreters” who, as he implies in the title, don’t know what they are talking about because they had no hand in creating it. Are these really the only choices?
“It is disrespectful to workers for Management to make promises that they cannot deliver on. However there are presently some academics and authors in the Lean community who say that Lean transformation should provide ‘Meaningful Work’ for all workers. This phrase is setting too high an expectation for our workers…that we will not be able to deliver on…”
Sourced through LinkedIn
Michel Baudin‘s comments: I agree. Just Another Car Factory? Lean Production and Its Discontents is a chronicle of the early years of CAMI, a GM-Suzuki joint venture in Canada, which describes labor problems as due to management overselling Lean to production operators. As a manager, it’s one thing to overpromise to your superiors and another to shop floor operators. They don’t react the same way. Superiors reward you for setting “stretch goals,” and punish you if you only commit to what you can deliver. It’s the project game, as it has been played by generations in American managers. With shop floor operators, on the other hand, you lose your credibility and your ability to lead.
There is nothing you can do to turn a job in which you repeat the same 60 seconds of activity 400 times a day into “meaningful work.” You can make it easier and safer, you can mitigate the monotony by rotating operators between stations every two hours, and you can involve operators in Kaizen,… All of this improves both the performance of the production line and the experience of working on it, but it still won’t make working on an assembly line the kind of jobs kids dream of doing when they grow up. Dennis is right to say that overpromising to workers is disrespectful. They can handle the truth.
“Many topics in lean address how to deal with uncertainty and fluctuations (or mura for unevenness). There is a particularly neat trick for manual lines that self-organizes fluctuations in the workload: the Bucket Brigade! It does have some advantages, but it also has quite a few limitations and prerequisites for it to work. Most importantly it works best only for very short cycle times as for example picking materials. Unfortunately, these requirements are rarely mentioned in literature. Let me show you the basics work in this post before I go into some of the trickier details in the next post.”
Sourced through AllAboutLean
Michel Baudin‘s comments: The bucket-brigade system, also known as “bump-back,” is indeed a clever solution, often applied to mass-customization, as in the following examples of food service at Chipotle and Subway:
It is also used in the more complex process of custom bag assembly at Timbuk2 designs. See also John Bartholdi’s description and simulation of the system. The concept is discussed on pp. 141-142 of Working with Machines and, in this blog, as a sometimes preferred alternative to the baton-touch approach .
Incidentally, Christoph’s post-WW-II picture reminded me of a story I heard long ago about a hotel guest in Germany at that time complaining about hearing trains all night. “But there is no railroad near here,” said the innkeeper. Walking out, the guest saw a line of people passing bricks to each other, saying “Bitte schön, danke schön, bitte schön, danke schön,….”
“Any ERP replacement project will need to have a team involved in selection and implementation of the ERP. That team will have a project manager, an executive sponsor, several subject manager experts, one or more representatives from the ERP vendor, and, your IT manager.” (italics added)
Sourced through ERP Focus
Michel Baudin‘s comments: The notion of including a vendor rep in a team tasked with selecting an ERP product is interesting. To be fair, the article is about implementation — where it makes sense to involve the vendor — and the inclusion of selection in the opening sentence is most likely just sloppy editing. I hope no reader finds anything like it in my own writings.