Blog clippings

Feb 3 2013

Genchi gembutsu and the dog’s arse | systemsthinkingforgirls

See on Scoop.it – lean manufacturing

How might you stop this from happening (without being unkind to dogs)?

This is what my council does:

  • Develop service standards for cleansing work
  • Empty the bins on a rota basis
  • Develop an ongoing campaign with signs and leaflets to remind owners of the need to clean up after their dog.
  • Hand out 200,000 dog poo bags
  • Issue 25 Fixed Penalty Notices to tackle dog fouling.
  • Set a stretch target of 30 Fixed Penalty Notices for 2013 (based upon past experience)…
Michel Baudin‘s insight:

A topical post from a witty blogger who unfortunately hides behind a pen name.

See on systemsthinkingforgirls.com

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Feb 1 2013

Russian translation of Comparing Lean, TQM, Six Sigma, “and related enterprise process improvement methods” | Вестник Лин

See on Scoop.it – lean manufacturing

Недавно в рекомендованных материалах сайта Scoop.It! я нашел ссылку на статью Киркора Боздогана из подразделения проектирования систем Массачусетского технологического института, датированную маем 2010 г. и озаглавленную «Движение к интеграции системы Лин, Всеобщего менеджмента качества, Шесть сигма и других сходных методов совершенствования процесса на предприятии»…

Michel Baudin‘s insight:

If you prefer to read in Russian, this is the translation of my post on MIT article comparing Lean, TQM, Six Sigma, “and related enterprise process improvement methods”

Если вы предпочитаете читать по русски, это перевод моего поста по английски.

See on www.leanforum.ru

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Jan 31 2013

David Meier on Productivity Metrics | The Lean Edge

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davidmeier.thumbnail

“The first point I want to make is that any measure has flaws and will not completely reflect reality. They should be considered indicators and in some way all refer to some sort of “standard” or desired condition. This is the basis for problem identification, which is the main purpose.

Any measure is a ‘snapshot’ of conditions during a specific time period and reflects many variables that are occurring. Some measures such as productivity are based on assumptions such as standard hours. The notion of standard hours is flawed in many ways that I won’t get into, but this measure can be used effectively (if used carefully). The mistake that is often made is to evaluate performance based on the measure and to drive inappropriate behaviors like overproduction.”

 

Michel Baudin‘s insight:

Insights on productivity metrics used at Toyota.

See on theleanedge.org

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Jan 24 2013

Increasing Subassembly Productivity

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In my time spent onsite with the customer implementing PFEP (Plan-For-Every-Part) and advanced material flow techniques, I often was pulled into other projects. One of these projects was an effort …

Michel Baudin‘s insight:

This is a rare post on assembly engineering, dealing with the layout of subasembly cells for a mixed-flow line. This is the red meat of Lean, ignored in most of the English-language literature on the subject. Kudos to Kelcy Monday for getting involved.

Reading this, I can’t help but thinking of many issues I would have handled differently, but I have not seen the product of the shop floor. In any case, this is the right opportunity to work on, with order-of-magnitude performance improvements at stake, as opposed to the 5% others might have nibbled by  applying 5S on the old layout.

See on leanlogisticsblog.leancor.com

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Jan 20 2013

Does US manufacturing need more universities?

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Needed: ‘manufacturing universities’ to keep U.S. competitive
SmartPlanet.com (blog)
The erosion in manufacturing capability weakened the U.S. economy over the past two decades, Atkinson and Ezell add.

Michel Baudin‘s insight:

Universities have essentially contributed nothing to the art of manufacturing in the past, and I have a hard time understanding how they could be essential to US manufacturing competitiveness in the future.

See on www.smartplanet.com

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Jan 11 2013

Mike Rother: You already have a Kaizen Promotion Office… It’s called “Management” » The Lean Edge

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Mike Rother: You already have a KPO… It’s called “Management” » The Lean Edge http://t.co/qlQvRAZB

Michel Baudin‘s insight:

I agree. What Rother depicts is what most Kaizen Promotion Ofices degenerate into, but it shouldn’t be taken to mean that there should be absolutly no one in the company working full time on Lean. Even Toyota, for example, has the OMCD (Operations Management Consulting Division). The OMCD, however, has on the order of 60 members for more than 300,000 employees, which works out to one for every 5,000. This ratio guarantees that they won’t be the ones carrying out improvement projects for everybody else.

See on theleanedge.org

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