The following is a quote about a prominent car industry executive:
"The workers at the factory were not used to the boss being so hands-on. Their previous boss was a behind-the-scenes manager and had rarely shown his face on the floor. But he was almost always in their midst. This was a place where distance was part of the work environment and certain lines were just not crossed. He crossed them. The engineers in their clean white coats were offended when he climbed under their test cars and growled at them for not having figured out things he could see quite clearly. They had to get their hands dirty, he said, and stop all this standing around."
This is a translation of Bodo Wiegand's latest newsletter, about Lean in Germany, followed by my comments:
Lately, I was at a company where the CEO told me "Mr. Wiegand, Lean is over - all the talk now is about Industry 4.0". Well, I hadn't seen this coming. Then:
- Lean would have been just a passing fad like many management theories.
- This company would already be Lean, with all the processes to be designed without waste.
So if Industry 4.0 takes over from Lean, we can say goodbye to the philosophy of creating value without waste, because that's what Lean is about: creating value without waste.
Last week, in Paris, Philip Marris invited me to attend his seminar on Critical Chain Project Management, which I found enlightening. At the end of the day, Christian Hohmann asked me to sit with him for an interview that he posted on the Marris Consulting youtube channel. Warning: it's in French.
"Obeya" (大部屋) is Japanese for "Big room." The term has been getting attention lately in the Lean community as a solution for service operations or project teams and is even conflated by some with production teams' daily meetings on the shop floor, which don't take place in a room other than the production shop itself.
On the other hand, the idea of bringing together in one room all the stakeholders in an issue, problem, or project to communicate face to face, find solutions and make decisions is not exactly new. It's called a meeting, and those who wish to sound "Lean" without changing anything can call their meeting rooms "obeya." Those who wish to dig deeper, however, find a more specific -- and useful -- concept, if not a panacea.
"...the first ever management seminar on how to eliminate wasteful activities in the HR function..."
Sourced through Scoop.it from: image-store.slidesharecdn.com
Michel Baudin's comments:
As Mike Hoseus put it at the Lean HR summit in Florida last May:
"The important question is not 'what is Lean’s role in HR' but 'what is HR’s role in Lean.' HR’s role in a Lean Transformation is critical and essential. For a Lean Transformation to be successful and go beyond implementing tools, an organization must address Purpose, Process, People and Problem Solving. HR’s role is critical in all 4, but especially Purpose, People and Problem Solving."
Gemba, and Genchi-Genbutsu are commonly used terms in the Lean community, with many web pages and blog posts purportedly explaining what they mean. For example, the following confused and simplistic statement is what you find on Wikipedia:
Genchi Genbutsu (現地現物) means "go and see" and it is a key principle of the Toyota Production System. It suggests that in order to truly understand a situation one needs to go to gemba (現場) or, the 'real place' - where work is done.
What are we actually talking about? Continue reading
"There are many different ways to measure manufacturing speeds. Depending if you need the losses included or not, if you want parts per time or its inverse or only a time, single processes or entire systems, actual or current values, you may have a completely different number. This post will help you to sort out what is what..."
Sourced through Scoop.it from: www.allaboutlean.com
Michel Baudin's comments:
The main conclusion from this post is that, when discussing production speed, you should define your terms if you want to avoid confusion.
Carl von Clausewitz, writer on military strategy and tactics
Originally "the art of the general," strategy is about which armies or fleets you deploy where and for what purpose. It goes hand in hand with tactics, which is the way each unit then engages the enemy. Always fond of military metaphors, business people have chosen to use the term"strategy" for their plans and decisions on products or services, markets, promotion methods, technology, organization, and financing. To Harvard Business School's Michael Porter "the essence of [business] strategy is choosing what not to do."
Toyota's Japanese documents and their English versions often mean different things. Recently, looking at the Japanese version of The Toyota Way 2001, I was surprised to find that what is translated into English as "Continuous Improvement" is "Chie to Kaizen" (知恵と改善), which means "Wisdom and Continuous Improvement." In the English version, "Wisdom" was not only dropped from the main header, it appears nowhere. Continue reading
This is a translation of Bodo Wiegand's latest newsletter, about Lean in Germany:
I visited a company earlier this week and, as always, first went through the production floor.
The Lean manager led me through the facility. On the first white board he told me proudly, what information is collected and discussed every day. It was professionally designed, clean and clear. For me personally, it was a bit too much information, and not well suited for communication with employees.