Apr 3 2013
A #Lean Look at the #Baseball Jersey Manufacturing Process
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Chad Walters
Michel Baudin‘s insight:
Insightful comments. Keep it up.
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Apr 2 2013
Some Remarks on the History of Kanban | Alexei Zheglov
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“The Kanban method as we know it today has many other influencers and origins besides Ohno and TPS. Two such influencers were of course W. Edwards Deming and Eliyahu Goldratt. Demings 14 Points and the System of Profound Knowledge guide Kanban change agents worldwide. […] Thus the “watershed” of the Kanban method circa 2013 has many “tributaries” of which the TPS is only one. Those other sources should be studied by those how want to apply the Kanban method effectively as change agents.”
Michel Baudin‘s insight:
It takes nerve to write this sort of things.
Among the tools of TPS, the Kanban system is the only one that has been covered in the media from the beginning to the point of overexposure, because it combines a clever idea with objects you can see and touch.
What some software people did is borrow the names of both Lean and Kanban and apply them to theories with at best a tenuous relationship to the original.
That it worked for them as a marketing technique is to their credit, but I would not advise anyone wanting to learn about the Kanban system to read Deming, Goldratt, or Drucker, who is also referenced.
And TPS is not a “tributary” of the Kanban method. It is the Kanban method that is a tool of TPS, and useful only in the proper context, in conjunction with other tools in a well-thought out implementation.
Mar 25 2013
The Virginia Mason Production System | Hospital Impact
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By streamlining repetitive and low-touch aspects of care delivery, our physicians, nurses and other clinical staff members are freed to spend more time talking with, listening to and treating patients. We are discovering it is possible to provide high-quality care with lower resource utilization.”
Michel Baudin‘s insight:
This blog post by the CEO of Virginia Mason sheds some light on the specifics of the “Virginia Mason Production System.” He confirms that the focus has been on administrative tasks to allow doctors and nurses to spend more time with patients, rather than on what happens while the doctor or the nurse is with the patient.
What he describes involves breaking down communications and administrative transactions in “small lots,” organizing groups of contiguous rooms into “cells,” and reassigning tasks to better leverage available skills.
See on www.hospitalimpact.org
Mar 18 2013
Chrysler’s training academy hands-on (With Video) | the Windsor Star
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WARREN, Mich. — When you step into the lab at the World Class Manufacturing Academy, your first inclination is to play. Warm colours, bright…
Michel Baudin‘s insight:
More details about Chrysler’s training academy.
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Mar 17 2013
One More Time: Lean Is Not Just For High-Volume Producers | Gregg Stocker
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“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…”
Michel Baudin‘s insight:
Gregg Stocker’s perspective on the broad applicability of Lean.
Apr 5 2013
How Toyota brought its famed manufacturing method to India | The Economic Times
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“…Nakagawa, who has been a TPS practitioner for four decades, doesn’t believe in seeing things on his computer screen -he prefers to go where the action is. “Can a computer smell? Genchi Genbutsu is very important because only on-site will your sensory organs be alert – smell, sound, vision,” he says….”
Perhaps, Mr, Nakagawa has not heard of Google Nose, the app announced on April 1.
In all summaries,TPS has two pillars, but never the same. In this article, the pillars are “respect for people” and “continuous improvement.” To Ohno, they were Just-in-time (JIT) and Jidoka, with JIT covering production control, logistics, and supply chain management, while Jidoka was a complete approach to the engineering of production lines where humans interact with machines.
You could try to implement Ohno’s JIT and Jidoka without respect for people or continuous improvement, but it would not work well. Conversely, if all you focus on is respect for people and continuous improvement, you won’t get TPS either. You need both, and, perhaps, two pillars are not enough.
Broadly speaking, the two pillars in this article are about management; Ohno’s pillars, about technology. As TPS is based on the interplay of management and technology, perhaps these are its real “two pillars.”
See on economictimes.indiatimes.com
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By Michel Baudin • Press clippings 0 • Tags: Genchi-Gembutsu, India, PDCA, Toyota, Toyota Production System, TPS