Mar 1 2013
See on Scoop.it – lean manufacturing
Is production pacing oppressive or can it promote joy? Dr. Jeffrey Liker examines this lean manufacturing principle through two stories from a lean journey.
See on www.manufacturingpulse.com
Mar 1 2013
See on Scoop.it – lean manufacturing
Harley-Davidson has announced a no music in the factory rule – period – no exceptions – no ifs, ands or buts.
“Hundreds of Harley-Davidson employees learned through a memo last week that their radios and music being piped onto the factory floor would be kaput by Wednesday — part of a continuous effort to improve safety.”
“‘It’s a distraction,’ said Maripat Blankenheim, director of external communications for Harley. ‘It’s really important for people – no matter what they do – to be focused on what they do.’”[…]
Behavior policies for working adults & the lean principle of treating people with respect are polar opposites: http://t.co/jqAk0y8cdQ
Bill Waddell takes exception to a policy recently issued by Harley Davidson to stop piping music onto the factory floor. According to him, such policies are demeaning. I can’t follow him there, for the following reasons:
See on www.idatix.com
Mar 1 2013
See on Scoop.it – lean manufacturing
TEAMwork is St. Luke’s application of lean principles. It’s our management operating system. TEAMwork stands for timely, effective, accountable, measureable work. And it’s making its way through St. Luke’s Health System as we gain on our Triple Aim of better health, better care, and lower costs.
Starting last summer, SLIM embarked on a top-to-bottom examination of how it conducted its work. They wanted to eliminate waste by tapping into the potential and knowledge of every member of the clinic team and build a culture of continuous improvement.
The improvements described are all about supplies and the handling of patients by nurses and administrative staff.
There is not a word about any changes to the work of doctors themselves or involvement by doctors in the improvement process. What form might that take? I don’t know, but, the last industrial engineers to work on health care before Lean were Frank and Lillian Gilbreth 100 years ago, and their focus was the work of surgeons inside operating rooms, not patient handling before and after they see a doctor.
The result of their work was the now standard mode of operation in which the surgeon calls for tools that are handed to him by nurses. It seems hard to believe today but, earlier, surgeons would actually leave patients to fetch tools.
Following in the Gilbreths’ footsteps today would mean for Lean Health Care to get involved with the core of the activity: what doctors do with patients.
In manufacturing, successful Lean implementations start with the work of production on the shop floor, not with the logistics upstream and downstream from production. First you worry about line layout, work station design, and the jobs of production operators. Then you move on to keeping them supplied and shipping their output.
See on drpate.stlukesblogs.org
Feb 28 2013
See on Scoop.it – lean manufacturing
Blog post at Lean Blog :
“…The plant has performance measures, safety crosses, Kaizen improvements, training schedules, team pictures, and all sorts of information posted everywhere. Our tour guide said, “We love visual management here” — and that includes information sharing. The boards were all labeled “FMDS” – or “Floor Management Development System” (see a quick description of it here from a book). That label seems to illustrate Toyota’s focus on developing people… interesting thought that what some people might call “metrics boards” aren’t just for managing and improving company performance, but they’re also for improving people….”
See on www.leanblog.org
Feb 27 2013
See on Scoop.it – lean manufacturing
BISHKEK, February 26 (TCA) — The market economy requires new competitive advantages to develop companies and retain leadership in a particular industry. Part of the solution is to attract investments and loans, but it still does not guarantee success and stable profits. International donors have volunteered to help Central Asian businessmen, offering to introduce the concept of Japanese management called Kaizen. The author of the concept of doing business which excludes loss is Masaaki Imai, and it is based on the idea of “continuous improvement”.
“The principles of lean production are becoming fundamental in some enterprises in Kyrgyzstan, Kazakhstan, Tajikistan, and Uzbekistan,” said Anatoly Maslov, an expert…
News about Lean fron Kyrgyzstan! The author can’t tell the difference between Lean, Kaizen, and ISO 9001, but this kind of confusion also occurs outside of Central Asia.
Most interesting, as usual, are the examples of companies achieving performance improvements so spectacular that they make you wonder about the starting point.
See on www.timesca.com
Mar 1 2013
Ford and Toyota Celebrate Historic Milestones |Assembly Magazine
See on Scoop.it – lean manufacturing
See on www.assemblymag.com
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By Michel Baudin • Press clippings • 0 • Tags: Assembly line, Ford, Henry Ford, Supermarket, Toyota, Toyota Production System, TPS