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
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
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
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.
See on Scoop.it – lean manufacturing
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By Michel Baudin • Blog clippings • 0 • Tags: Hoshin kanri, Lean manufacturing, Management-By-Objectives, MBO