This elaborates on the topics of randomness versus uncertainty that I briefly touched on in a prior post. Always skittish about using dreaded words like “probability” or “randomness,” writers on manufacturing or service operations, even Deming, prefer to use “variability” … Continue reading
In Toyota’s Guiding Principles, last revised in 1997, Michael Ballé sees more than “goal-oriented efficiency.” While I would not use a phrase like “goal-oriented efficiency,” the principles do not strike me as anything beyond strategic guidelines to ensure the long-term, worldwide … Continue reading
It is a recurring expression in forums, conferences, and papers about Lean Leadership, but unclear because of the ambiguity about both leaders and standard work.
From leanexpertacademy.com – Today, 10:16 AM “The Lean that we all grew up with came to us completely wrong. Messengers Jones and Womack not only mislabeled it, but misinterpreted it too. In their roles as observer-reporters, they described what they … Continue reading
What I propose to call “Orbit Chart” is rarely used in manufacturing today, and I think it should be. This chart tracks the path followed by a system or an object in a plane where the coordinates are two of its … Continue reading