Mar 18 2013
See on Scoop.it – lean manufacturing
WARREN, Mich. — When you step into the lab at the World Class Manufacturing Academy, your first inclination is to play. Warm colours, bright…
More details about Chrysler’s training academy.
See on blogs.windsorstar.com
Mar 17 2013
See on Scoop.it – lean manufacturing
“One of the most common arguments against the adoption of lean is that it applies only to high volume manufacturing operations. Much of the literature available on the subject, as well as the close association with Toyota has created the misconception that lean is not applicable to organizations that deal with a small number of large projects or highly customized products or services.
There are three basic questions related to the application of lean that demonstrate that it is not dependent on the volume of product or services produced…”
Gregg Stocker’s perspective on the broad applicability of Lean.
See on leadingtransformation.wordpress.com
Mar 17 2013
See on Scoop.it – lean manufacturing
The text of the article is informative, particularly about the use of a white board, but the picture does not show this white board. In fact, it seems unrelated to the article, as if the newspaper just slapped on a stock photo from a hospital.
As it is, however, this photo is a good reason for the quotes around the word “Lean.” It is an encyclopedia of work space design mistakes, with work surfaces at uneven and ergonomically inappropriate heights, causing people to stoop, or even squat to access the refrigerator. Not to mention empty space in the center and chairs.
See on www.thestarphoenix.com
Mar 17 2013
See on Scoop.it – lean manufacturing
It was a single thread that gave a man a dream, created a little history and displayed the talents of a remarkable mind and a family with resourcefulness in its genes.
Sakichi Toyoda wasn’t all that interested in fast-moving machinery, just machines in motion. It’s how the Toyota Production System began. It’s how an inventor with a sharp eye and even sharper mind built an empire…
A summary of Toyota history with the usual omissions:
See on www.newsday.com
Mar 16 2013
See on Scoop.it – lean manufacturing
See on blogs.windsorstar.com
Mar 19 2013
Replenishment lead time in retail
Raj Govindarajan asked the following question:
As you may recall, I am advocating wariness in applying the formula. If you are ordering every day for delivery 7 days later, you are not using the reorder point logic the safety stock formula is based on. With a reorder point, you are only placing an order when your stock crosses a threshold, and the stock on hand at that time is supposed to carry you until the order is delivered.
The question you are faced with, for each item, is “How much do I need to order today to make sure I don’t run out 7 days from now?” The elements you have to make that decision are as follow:
The tricky part is the sales forecast. The safety stock formula assumes a consumption rate that fluctuates around a constant mean. This may not fit your products. To check it out, you need to analyze sales history. Cell phones and artichokes are both retail products, but with different demand structures.
For your products, you need to know whether they are on a trend that is long-term compared to 7 days, and which kind of trend. In addition, is there a weekly pattern in sales? Do your products sell more, or less, on week-ends? Data mining on your sales history can give you the minimum on hand you can expect at the end of six days and the quantity you need to receive on the seventh to avoid running out.
And you have to keep in mind that these calculations are only valid in the absence of earthquakes, hurricanes, stock market crashes, wars breaking out, new product introductions, or any other event that can severs the connection between historical data and the near future.
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By Michel Baudin • Answers to reader questions • 4 • Tags: Safety Stock