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Mar 14 2013

Lean and the corporate culture | LinkedIn

See on Scoop.it – lean manufacturing

LinkedIn’s Lean groups currently host several discussions about the cultural dimension of change in organizations in general, and Lean implementation in particular. This topic attracts many comments,

See on www.linkedin.com

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By Michel Baudin • Blog clippings • 0 • Tags: Corporate Culture, Culture, Lean, Lean manufacturing

Mar 14 2013

To consultants on point Kaizen: forget about it | Bodo Wiegand’s Watch

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“Sometimes, I can’t believe it – within the past 2 weeks, I was at 2 plants in Switzerland and Germany, that have both tried to introduce Lean for a year and a half, using Point Kaizens in the whole company, and failed mercilessly…”

Michel Baudin‘s insight:

This is Bodo Wiegand’s monthly newsletter. It is in German. In the past, I have provided complete translations of some of his letters and may do so again if there is popular demand.

In the meantime, if you cannot read German, you can use Google translate to get the gist of what he is saying.

See on wiegandswarte.de

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By Michel Baudin • Blog clippings • 0 • Tags: Kaizen, Lean, Lean implementation

Mar 13 2013

Signs and sustainability | Manufacturing Digital, 2/2013

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Effective visual communications help reduce energy consumption, increase productivity and further the sustainable manufacturing goals of companies around the world, Jack Rubinger explains how…

 

 

 

Michel Baudin‘s insight:

No, it’s not a novel by Jane Austen but an article in a British ezine on Manufacturing.

The article’s author works for a signage company but, this being said, his points on the value of clear, accurate, and regularly updated signage are well taken.

See on www.manufacturingdigital.com

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By Michel Baudin • Press clippings • 0 • Tags: 5S, Signage

Mar 12 2013

The baton-touch approach

The following question came this morning from Diogo Cardoso:

What is baton-touch in terms of product oriented manufacturing systems? I have made a deep research about this on Science Direct and other resources but I can find nothing more than an inconclusive paragraph.

Your researched the wrong sources. You could have found your answer in Working with Machines, pp. 140-142. Baton-touch is one of three approaches used to design operator jobs in cells, the other two being the caravan/rabbit-chase and bucket-brigades. The key differences are as follows:

  • In the baton-touch method, each operator performs a fixed subset of the cell’s operations, organized in a fixed sequence. It is commonly used in cells requiring three or more operators making a narrow range of products with similar work content.

    The baton-touch
    The baton-touch
  • In the caravan or rabbit-chase method, the operators follow each other through the entire sequence of operations in the cell. It requires each operator to be skilled in all the operations of the cell, and works well with up to two operators but breaks down with three or more operators, as they queue behind the slowest member of the team.

    The caravan/rabbit chase
    The caravan/rabbit chase
  • In the bucket-brigade method, the operators are in sequence, but the scope of each operator’s tasks varies. When the last operator finishes a unit, he or she takes over the next unit from the preceding operator, who in turn takes over from his or her predecessor, and so on, until the first operator, who starts the next unit. Bucket-brigades are used with a broad mix of custom or configurable products, and work when the faster operators are always downstream from the slower ones. For details, see John Bartholdi’s article on bucket brigades.

    Bucket brigades
    Bucket brigades

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By Michel Baudin • Answers to reader questions • 0 • Tags: Cellular manufacturing, industrial engineering, Lean manufacturing, Manufacturing engineering, Operator job design

Mar 12 2013

A "Kaizen" Improvement at a Wine Bar – Is it "Lazy" or Smart? | Mark Graban

See on Scoop.it – lean manufacturing

“Progress isn’t made by early risers. It’s made by lazy men trying to find easier ways to do something.” – Robert Heinlein, American science fiction writer (July 7, 1907

With “kaizen,” the Japanese word meaning “change for the better” (and an improvement methodology), it often seems like a fine line between “lazy” and “efficient.”

The word “lazy,” has negative connotations, while “efficient” is positive. But one of the primary directions in the kaizen approach is to make improvements that make your own work easier.

In healthcare, making ones work easier might translate into rearranging supplies to reduce the amount of walking required. This frees up more time for patient care, which leads to better quality outcomes and shorter hospital stays – meaning a cost savings. So is “laziness” really that bad if applied in a good way?…

See on www.linkedin.com

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By Michel Baudin • Blog clippings • 0 • Tags: Kaizen

Mar 11 2013

We passed 100,000 page views!

Champagne poppingToday, the cumulative number of page views since the start of this blog crossed the 100,000 mark.

A big thank you to the readers.

I hope to keep your interest in the future.

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By Michel Baudin • Announcements • 1 • Tags: writing

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