Aug 19 2020
Search Results for: #leanlogistics,
Sep 19 2017
“…As a lean thinker, I can start by asking myself, what are the adjacent processes to my work to which I need to connect and what is the math of the flow between us? That is, who are my allies, whose outputs are my inputs, and who’s using my outputs as their inputs? And how can I formally collaborate to connect these series of adjacent processes to create flow?…”
Sourced through the LeanCor blog
Michel Baudin‘s comments:
“Adjacent” is a good word for all the processes that directly exchange materials or data with one operation and, if adjacency is locally well managed at every operation, you have a smooth flow from start to finish. I will henceforth use this. At the start of his post, Robert confesses to having studied math as an undergrad, which is another thing we have in common besides having both written books about Lean Logistics.
Aug 21 2017
A close friend recently asked me if I thought writing is a lost art.
“Why do you say that?” I asked.
“Mostly,” she said, “because all I see these days are people writing on social media, in short bursts, with multiple typos, poor grammar, and no rigor to the thoughtfulness of the message.”
Having still not answered her question, I thought for a little bit, mostly about why I personally like to write.
“No,” I answered. “I don’t believe writing is a lost art. I believe the leadership principle of reflection is a lost art.”
“Interesting”, was my friend’s reply. “What do you mean by that?”
“Well,” I said, “if I think back on the business books I have written, and the recent novel that I published, the true precipice of my writing was to practice the lean leadership principle of reflection. In order to write thoughtfully, you need to put yourself in a quiet place, you need to unplug, you need to assemble your disconnected thoughts on paper, then analyze and synthesize these thoughts in order to package them in such a way that a stranger can understand the lessons and concepts that you are trying to communicate. And often when I’m writing, I reread what I’ve written, and I realize that my thoughts are not even clear in my own mind. This forces me to work at it again – with sleeves rolled up – in order to truly understand what I’ve learned as a leader relative to the concepts I am writing about. This is not always easy. However, to quote Snoopy from Charlie Brown, ‘I am a great admirer of my own writing’, so this allows me to soldier on.[…]
For me, writing creates an effective environment for true reflection.
What is your process?”
Michel Baudin‘s comments: Robert Martichenko came to my attention back in 2005, as co-author of the second book on Lean Logistics. Mine was first, by a few weeks, and it’s been a friendly rivalry. As of this morning, on Amazon, mine has 10 reviews and ranks 4.8 out of 5 stars, while his has 6 reviews and ranks 4.7. But his book is cheaper and his sales rank is higher. A few years after both books came out, a seminar organizer for Robert liked the subtitle of my book, “the nuts and bolts of delivering materials and goods,” so much that he used it in a promotional flyer, for which Robert duly apologized.
Sep 12 2016
“Greetings! First of all, I am thankful to this blog. It has helped me out with my queries.
I’m working as a scheduler and we are facing sudden change in the optional parts that we supply to our customer. The reliability of the forecast we have is coming down. Most of our parts being imported is affecting our cost due to last-minute freight. Can you please suggest an approach to arrive at the minimum number of stock we could maintain against each options(based on past data) so that we strike a balance between the inventory and availability.
Michel Baudin‘s response:
You tell me you are a scheduler, but many of the actions that can improve the procurement of optional parts are beyond the range of what a scheduler can decide. You are also asking a generic question, to which there is no generic, universal answer. All I can do is lay out a few possible courses of action.
Aug 9 2016
The Routledge Companion to Lean Management is now available for pre-ordering. It is a compilation of contributions from multiple authors, edited by Torbjorn Netland, and Chapter 8 is my overview of Lean Logistics. The other co-authors include Dan Jones, Jim Womack, John Shook, Jeffrey Liker, Robert Hafey, John Bicheno, Glenn Ballard, Michael Ballé, Mary Poppendieck, and many others whose work I am not familiar with.
Jun 18 2016
Bill Waddell, intellectual sparring partner for almost 20 years now, has put out this video revealing “The Truth About Kanban”:
Michel Baudin‘s comments:
This video is just Bill’s talking head against the background of a brick fireplace with a few books on top, notably “Toyota Kata.” It contains no moving pictures of Kanbans in action and all you learn from viewing is in Bill’s words, and I have a few quibbles with these words.
I usually get impatient with this kind of video, because voice is a slow medium, and you would get the same information five times faster reading the transcript. But I have never met Bill in the flesh, and I was curious to hear his voice. It’s a good radio voice, albeit curmudgeonly, reminiscent of a younger Tommy Lee Jones.
Now, about the content, Bill makes three main points:
- What you use for a pull signal doesn’t matter.
- You can use Kanbans with long lead time items.
- The Kanban system is a mechanism to drive improvement.
I agree with Point 3, but find Points 1 and 2 problematic.