Blog clippings

Feb 12 2015

How Do You Address Employee Resistance to Lean Manufacturing? | Larry Fast | IndustryWeek

“In the first six to 12 months, get the turkeys out. Don’t drag your feet.”

Source: www.industryweek.com

 

Michel Baudin‘s comments:

The problem with this approach is that, at the outset of Lean transformation, management doesn’t know what it’s doing. It’s not the managers’ fault, but the skills of leading a Lean transformation in this particular organization have to be learned along the way.

More often than not, the author’s version of “addressing the issue early” means firing loyal employees for disagreeing with something you later realize was wrong. And the message it sends is not one of commitment but of a mixture of brutality, incompetence and disrespect.
Continue reading…

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Feb 10 2015

How to Do a Gemba Walk | Michael Bremer | Slideshare

 

“A ‘how to’ outline for executives trying to do an effective Gemba Walk”

Source: www.slideshare.net

Michel Baudin‘s comments:

No disagreement with what Michael Bremer is saying, but I would emphasize observation skills more.

One exercise Kei Abe came up with is the bug hunt. You take a team of managers to the floor and give each one 20 red tags. They they have 20 minutes to attach the tags to such “bugs” as frayed cables, devices held with duct tape, puddles of lubricant, misplaced items, etc. They usually have no trouble using all 20 tags.

I also ask people to be like the Count in Sesame Street and count people walking, machines not working, etc. These activities have a data collection and validation value in their own right, but they also focus the eyes of participants and make them notice details they would otherwise miss.

See on Scoop.it – lean manufacturing

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Jan 30 2015

Lean six sigma the oxymoron | Troy Taylor | LinkedIn

“In the beginning Toyota created TPS, then came Motorola in 1986 with their six sigma process. In 1988 John Krafcik coined the term Lean in his paper entitled“Triumph of the Lean production system” which was quickly popularised by Womack, Roos and Jones in 1991 with the publication of their book “The machine that changed the world”. Then in 2002 Michael George and Robert Lawrence junior published their book entitled “Lean Six Sigma: Combining Six Sigma with Lean Speed”.

Ever since this point organisations have been attempting to mesh the 2 methodologies into one business improvement technique and failing.”

Source: www.linkedin.com

Michel Baudin‘s comments:

Troy speaks from experience. Mine is similar, but I am not as negative on Six Sigma as he is. I think of Six Sigma as an approach that is useful within a range of applicability and is limited in scope.

See on Scoop.it – lean manufacturing

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Jan 20 2015

Don’t waste time on Strategy Deployment (Hoshin Kanri) | David Bovis

“Where people put the effort into it and understand the principles and why they work fully, Hoshin Kanri can unlock enormous potential throughout an organisation.”

Source: www.linkedin.com

Michel Baudin‘s comments:

Great article. As a condition for success in implementing Hoshin Planning, at least in Manufacturing, I would add timing. The organization must be ready for it, and it is, for example, after a number of successful, local improvement projects have led people to say “These are great, but what do they add up to? And where do they lead us?” Hoshin Planning can then help them figure out their own answers and provide a structure for moving forward.

In the list of failure causes for Hoshin Planning, I would also add the lingering influence of Management-By-Objectives (MBO), which keeps managers obsessed with gaming metrics instead of doing the work. I think it is what you mean when you say that Hoshins should not be formulated in terms of metrics, but it should be made clear that Hoshin Planning replaces MBO; it is not an add-on to it.

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Jan 16 2015

The World’s Most Dangerous Job? | James Lawther

“You shouldn’t believe everything you read on the internet, but according to some of the more reliable sources, during World War II:

  • Over 12,000 Bomber Command aircraft were shot down
  • 55,500 aircrew died.
  • The life expectancy of a Lancaster bomber was 3 weeks
  • Tail-gunners were lucky if they survived four missions.”

Source: www.squawkpoint.com

 

Michel Baudin‘s comments:

This is a great story both about effective visualization of series of events in space-time and about proper interpretation in the face of sample bias.

Manufacturing, thankfully, is less dangerous than flying bombers in World War II was, but it is still more dangerous than it should be. Posting the locations of injuries on a map of the human body is also an effective way to identify which body parts are most commonly affected, and which safety improvements are most effective.

But are all injuries reported? Many organizations blame the victims for lowering their safety metrics, and discourage reporting. As a consequence, we can expect under-reporting and a bias towards injuries severe enough that reporting is unavoidable.

If you get data on an entire population, or if you thoughtfully select a representative sample, you can avoid bias, but many of the most commonly used samples are biased, often in ways that are difficult to figure out.

Customer surveys of product quality, for example, are biased by self-selection of the respondents. Are unhappy customers more likely to take the opportunity to vent than happy customers to praise? If so, to what extent? The effect of self-selection is even stronger for posting reviews on websites.

See on Scoop.it – lean manufacturing

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Jan 14 2015

Not Exactly Poka-Yoke and Chaku-Chaku

“Japanese automobile manufacturing methods are adopted by American competitors. Watch the concept of poka-yoke, meaning “correct” and chaku-chaku, meaning “one worker, several tasks” in the manufacture of rear view mirrors.”

Source: www.youtube.com

Michel Baudin‘s comments:

An interesting video, but “Poka-Yoke” and “Chaku-Chaku” don’t mean what the narration says they do. And they are not “Japanese” methods but methods invented by specific individuals in specific companies that happened to be in Japan. Likewise, the assembly line is not an “American” method but a method invented by P.E. Martin, Charles Sorensen and others at Ford.

“Poka-Yoke” doesn’t just mean “correct.” More specifically, a Poka-Yoke is a device integrated in the production process to prevent human error or detect it immediately without adding any labor. Checking bar codes on parts, as shown in a video, doesn’t qualify as a Poka-Yoke because it adds labor, and error prevention devices that add labor are ineffective because they are by-passed under pressure.

The video shows an operator attending to a sequence of tasks and calls it “Chaku-Chaku.” There is, however, ,more to Chaku-Chaku than this, such as automatic processing at each station, with automatic unloading and chutes between stations, so that the work of the operator is focused on checking the part after an operation and loading it into the next.

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