About Michel Baudin

Consultant, trainer, author on Lean Manufacturing

Posts by Michel Baudin:

Aug 18 2013

Obeya Ops | IW Presentation, April-2013 | Sam McPherson

See on Scoop.it – lean manufacturing

Obeya example from Sam McPherson
Obeya example from Sam McPherson

“The Theory behind Obeya is based on a simple idea: Dedicate time and space to coordination and problem-solving and organizational barriers will be minimized.

The ability to maintain Proper Problem Awareness in Real-time, listen to Teammember concerns, make discoveries, resolve problems together, collaborate, accelerate leader and team-member development and reach our full potential is critical to a Lean Organization

The Obeya promotes coordination, strategy and flexibility while leveraging the  expertise and support of teammates from diverse areas.

The Result: Effective solutions and actions that can be developed and implemented quickly…”

Michel Baudin‘s insight:

A clear presentation, with many informative pictures, as befits this topic.

See on www.leanleadershipacademy.com

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Aug 15 2013

Don’t ‘Lean’ on Me, Hospital Workers Say | Labor Notes

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“A sign in the newborn intensive care unit invited nurses to suggest changes that would speed up their work.

One popular suggestion: replace a sticky combination lock with swipe-card entry. But that would cost too much.

Instead, on a consultant’s recommendation, supplies were rearranged. Blue masking tape outlines now show where each item is supposed to go. A sign lists the “five S’s” of workplace organization (sorting, straightening, cleaning (shine), standardizing, and service). Each shift, one nurse is supposed to check them off.”

– See more at: http://www.labornotes.org/2013/06/dont-lean-me-hospital-workers-say#sthash.BUCnk306.dpuf

Michel Baudin‘s insight:

I had seen articles bashing Lean from a union perspective in manufacturing, but this is the first one I see about hospitals.

On the one hand, the author thinks that the work processes cannot be improved, and that the only way outcomes can be is by new equipment or more people. On the other hand, the “improvements” she describes are definitely L.A.M.E. (Lean As Mistakenly Implemented) rather than Lean: 5S as the most visible change, curtailment of communications between outgoing and incoming nurses as shift change, or reduction in the skill level of heart monitor operators, etc.

If that is what “Lean Health Care” boils down to, she has a point. But what about the use of Kanbans to manage supplies, as described in the “Par versus Kanban” article I scooped on 8/13?

See on www.labornotes.org

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Aug 14 2013

The Apparent Contradictions of Lean | Lonnie Wilson | IndustryWeek

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“Concepts of lean are both counterintuitive and counter-cultural. If you want to be a lean leader, you must go back to the basics and make sure you have a clear understanding of lean. Only then are you able to teach others.”
See on www.industryweek.com

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Aug 14 2013

3 Reasons You Need to Include Employee Engagement in Your Lean Improvement Efforts | Becker’s Hospital Review

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“Done well, the Lean quality improvement philosophy can transform a healthcare organization when it comes to safety, quality, patient satisfaction and overall efficiency. So why aren’t healthcare leaders including employee engagement in the Lean mix? Here are three reasons you should.

1. Employee engagement needs to be on your radar screen daily.
Now more than ever, employee engagement is a game changer in healthcare. Every commitment we’re making to patients, our communities, the board, etc. depends on having engaged employees to deliver the services we are promising; therefore, engagement needs to be a recurring thought — not an afterthought…”

Michel Baudin‘s insight:

Makes you wonder what kind of “Lean effort” is not based on employee engagement from the start…

See on www.beckershospitalreview.com

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Aug 13 2013

Par Versus Kanban: Managing Variable Usage | Lean Hospital Group

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The great majority of hospitals in the United States manage hospital supplies using what is called the Par Level method. One of the strengths of this method, it is claimed, is that it works well in the face of variable usage.

 

 

Michel Baudin‘s insight:

If you have always wanted to know how hospitals managed their inventory of medicines, the article will both tell you the traditional method they have been using, and how the Kanban system can outperform it.

See on www.leanhospitalgroup.com

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Aug 13 2013

The Measure of Efficacy of Spend is Value Adding | Bill Waddell | Manufacturing Leadership Center

Lindsay Levkoff Lynn
Lindsay Levkoff Lynn

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“A writer by the name of Lindsay Levkoff Lynn asserts that a charity should not be measured on the basis of the percentage of its money that goes to the cause for which it exists.  “We cannot measure efficacy of spend by looking purely at the ratio of overheads to programme costs,” she says.  I was curious as to how someone could not just be wrong, but absolutely, totally, dead wrong about such a subject …. and then I learned that she is a former Bain consultant with a Harvard MBA and it made more sense.  Fundamental lean principles are simply not part of her intellectual make-up.

In fact, the percentage of their money that goes to creating value for customers is the overarching measure of not just charities, but every organization.”

Michel Baudin‘s insight:

While I agree with Bill on measuring a charity by the percentage of its money that goes to the cause for which it exists, I don’t follow him in when he chides Levkoff Lynn for saying that P&G is not purely a manufacturing business but also a marketing giant.

While I am not familiar with P&G, I have consulted in the past for a competitor of theirs in detergents and personal products, and was told that, in this business, if you stop promoting a brand, it dies in six months. I don’t know whether this hypothesis has ever been tested, but the managers held it to be self-evident.

Even is you own a well-known brand in a mature market, you must keep advertising it, offering special discounts, and including toys in boxes. It is a massive direct expense, and it affects the manufacturing process, because the promotional materials are actually more difficult to procure and  have longer lead times than the raw materials used to make the product.

See on www.idatix.com

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