Jan 25 2012
Via Scoop.it – lean manufacturing
Blog post at Lean Blog : Mark’s note: Today’s guest post by Bart Sellers is a timely contribution to follow up to yesterday’s post about the ThedaCare Business Perf[..] (RT @MarkGraban: New Post: Guest Post: Is your management system the constraint…
Via www.leanblog.org
Jan 24 2012
Via Scoop.it – lean manufacturing
Attempts to apply lean approaches to knowledge work have proved frustratingly difficult. Most in the business world believe that knowledge work does not lend itself to lean principles, because, unlike car assembly, it is not repetitive and can’t be unambiguously defined. Consider a bank officer deciding whether to make a loan, an engineer developing a new product, and a social worker ruling on whether a child’s environment is safe: In each instance the work involves expertise and judgment that depend heavily on tacit knowledge—knowledge locked inside the worker’s head.
However, our research in IT, financial, engineering, and legal services reveals that such work can in fact benefit from the principles of the Toyota Production System.
‘Knowledge management’ issues: often just an inability to effectively capture a process.
Via hbr.org
Jan 20 2012
January 9, 2012 | News Lean forum
Source: Machine Engineering Portal
The top managers of the Urals Diesel Engine Plant (UDMZ, a division of Cinara-Transport Machines) received training in the principles of doing business based on the concept of Lean Manufacturing. Specialists from Orgprom reviewed manufacturing processes, interviewed managers and line personnel, and demonstrated in practice how to eliminate non-productive losses. As an example, they analyzed the process for manufacturing a diesel generator from raw materials warehouse to finished products, and identified opportunities to increase productivity and improve product quality without any investment.
According to UDMZ Deputy General Director for Production Ivan Kölsch, the use of the tools and methods of Lean Manufacturing gives a new perspective on the organization of management, production and logistics processes in the enterprise, and lets managers see additional resources to improve effectiveness, meet consumer demand, and engage each employee in the improvement process. In the first quarter of 2012, the company plans to analyze the manufacturing processes of two more products, and compile a list of organizational and technical changes to implement Lean Manufacturing throughout the factory.
Jan 20 2012
Via Scoop.it – lean manufacturing
What Makes AZ #Manufacturer a ‘ #Manufacturing Marvel ‘?
Via www.usgnn.com
Jan 19 2012
Via Scoop.it – lean manufacturing
There is something strange taking place in Bidadi, near Bangalore. Well-dressed young men in some kind of corporate uniform seem to be walking in single file in a marked side-lane that wends its way around a well-groomed, green campus.
Via www.business-standard.com
Jan 25 2012
Toyota lays off 350 Australians
Via Scoop.it – lean manufacturing
Toyota Australia today announced plans to cut 350 jobs at its Altona manufacturing plant, in what it is referring to as a “response to operating conditions.”
Toyota is an ordinary company, after all… In 2010, they mishandled a quality problem; today, they are laying off people. In 1950, when Kiichiro Toyoda laid off Toyota employees, he resigned as CEO. The article here does not suggest in any way that the CEO of Toyota Australia is likewise falling on his sword.
Another reason to call what we do Lean rather than TPS is that we have some control over how Lean evolves.
Via www.themotorreport.com.au
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By Michel Baudin • Press clippings • 0 • Tags: Toyota