Lean for Managing versus Managing for Lean | Bill Waddell

See on Scoop.itlean manufacturing

How to apply lean thinking so as to make bad decisions faster and more often than you ever thought possible …http://t.co/BsdllK0IEF

 

Michel Baudin‘s insight:
I couldn’t agree more with Bill on this. It is an issue of effectiveness versus efficiency. In all support activities, the first order of business is to improve effectiveness. Then it is OK to worry about efficicency. First, get the right things done, then worry about getting them done right. In manufacturing, it applies to logistics, maintenance, QA, engineering. HR, etc., as well as to Accounting.

See on www.idatix.com

Lean in the Australian bottle cap industry | Foodmagazine

See on Scoop.itlean manufacturing
“What are the key factors necessary for organisations in the caps and closures industry to successfully drive a lean management initiative? And how can it ensure success and accelerate progress?

The key is to ensure that before program start-up, the organisation’s leaders buy-in to the fact that their lean management program must be viewed from a whole-of-business perspective.”

Michel Baudin‘s insight:

If you have been wondering about the specifics of Lean in the Australian bottle cap industry, the article will disappoint you.

It is a generic discussion about management, strategy, training, and metrics, with arguable points that could be made about any business, from car making to slaughtering pigs and selling insurance. All you would need to do is change the title and the picture.

Without setting foot in an bottle cap plant in Australia, however, it is not difficult to imagine some of the specific challenges the industry faces, like a market of only 23 million consumers spread over an area almost as large as the US.

Given that resin pellets and pigments are less bulky than caps, they are easier to truck around and you might wonder whether this leads the industry to set up many small plants near customers rather than a few large plants.

You might also wonder whether they are delivered to customers as heaps in bins or in sleeves with a controlled orientiation for easy feeding into capping machines…

These are just a few of the questions the article does NOT answer. So why clip it? To successfully implement Lean in a new industry, you need these answers and many others about its management and its technology.

Then you need to work with managers and engineers to not only copy approaches and tools from other indusries, but also adapt them and invent new ones as needed. The article’s authors may have done this, but it is not what they are sharing.

See on www.foodmag.com.au

Please Don’t Steal THIS Idea – Paying a % Bonus for Cost Savings | Mark Graban

See on Scoop.itlean manufacturing

“In the Kaizen approach, stealing the ideas of others isn’t a negative thing. If somebody else implemented an idea and you can use that idea in your area, a Kaizen organization ENCOURAGES the borrowing, stealing, adoption, and adaptation of ideas. There’s no shame in that. This idea was being preached at one hospital I visited yesterday, which was nice to see.

But… USA Today had a blurb the other day about one idea you shouldn’t steal. It’s an idea that’s already proven not to work – paying bonuses based on the value of improvement ideas.”

Michel Baudin‘s insight:

Mark exposes a “common sense” payment scheme that in fact discourages teamwork and turns employees into bounty hunters who withhold information from each other.

See on www.leanblog.org