Feb 11 2013

Lean Manufacturing at Thomson Reuters Eagan Manufacturing, Distribution & Engineering Plant

See on Scoop.it – lean manufacturing

Michel Baudin‘s insight:

Employees talk about “Lean Manufacturing,” and what it means to them. They talk about continuous improvement, and participating in events, but what do they have to show in terms of changes made to operations? What they discuss most is 5S, and second to that is standard work. The say nothing of setup time reductions, improvements in flow, pull systems, mistake-proofing, or equipment modifications.

No numbers are given about achievements. The customers find the plant appealing, which is good marketing, They say they have reduced costs and improved quality, but they don’t say how much for either. The only number quoted is that an employee was able to cut his lawn mowing time at home from 3 hours to 2 by better planning his mowing route, using what he had learned at work.

See on www.youtube.com

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Feb 9 2013

RICKS versus 5S

In the TPS Principles and Practices discussion group on LinkedIn, Frederick Stimson Harriman started a thread about why it is silly to translate 5S into English.

I think the main problem with the commonly used translation of 5S is that it is wrong and misleading. I don’t think it is silly to translate if you can get the meaning right. What is truly silly and hopeless is trying to find 5 English words with the right meaning and starting with “S.”

Back when 5S was only 4S, I heard the following in the UK: “Remove, Identify, Clean, and Keep clean” or R.I.C.K., and I thought it was both reasonably accurate and mnemonic.

For the fifth “S,” Shitsuke, I see it as the state you achieve when you have done the first four S’s long enough for the activities to become second-nature. If telling your kid every day to brush his teeth is Seiketsu, what you have accomplished when he does it on his own without prompting is Shitsuke. So I would translate Shitsuke by “Second-nature,” which happens to start with S.

With that, we could have R.I.C.K.S. as an improved translation. What do you think?

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Feb 7 2013

Spotlight | Business Leaners

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This month in the Spotlight we have Michel Baudin.

Michel Baudin‘s insight:

Troy Taylor, from Western Australia, had some questions. Here are the answers.

See on www.businessleaners.com

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Feb 3 2013

Genchi gembutsu and the dog’s arse | systemsthinkingforgirls

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How might you stop this from happening (without being unkind to dogs)?

This is what my council does:

  • Develop service standards for cleansing work
  • Empty the bins on a rota basis
  • Develop an ongoing campaign with signs and leaflets to remind owners of the need to clean up after their dog.
  • Hand out 200,000 dog poo bags
  • Issue 25 Fixed Penalty Notices to tackle dog fouling.
  • Set a stretch target of 30 Fixed Penalty Notices for 2013 (based upon past experience)…
Michel Baudin‘s insight:

A topical post from a witty blogger who unfortunately hides behind a pen name.

See on systemsthinkingforgirls.com

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Feb 1 2013

Russian translation of Comparing Lean, TQM, Six Sigma, “and related enterprise process improvement methods” | Вестник Лин

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Недавно в рекомендованных материалах сайта Scoop.It! я нашел ссылку на статью Киркора Боздогана из подразделения проектирования систем Массачусетского технологического института, датированную маем 2010 г. и озаглавленную «Движение к интеграции системы Лин, Всеобщего менеджмента качества, Шесть сигма и других сходных методов совершенствования процесса на предприятии»…

Michel Baudin‘s insight:

If you prefer to read in Russian, this is the translation of my post on MIT article comparing Lean, TQM, Six Sigma, “and related enterprise process improvement methods”

Если вы предпочитаете читать по русски, это перевод моего поста по английски.

See on www.leanforum.ru

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Jan 31 2013

David Meier on Productivity Metrics | The Lean Edge

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davidmeier.thumbnail

“The first point I want to make is that any measure has flaws and will not completely reflect reality. They should be considered indicators and in some way all refer to some sort of “standard” or desired condition. This is the basis for problem identification, which is the main purpose.

Any measure is a ‘snapshot’ of conditions during a specific time period and reflects many variables that are occurring. Some measures such as productivity are based on assumptions such as standard hours. The notion of standard hours is flawed in many ways that I won’t get into, but this measure can be used effectively (if used carefully). The mistake that is often made is to evaluate performance based on the measure and to drive inappropriate behaviors like overproduction.”

 

Michel Baudin‘s insight:

Insights on productivity metrics used at Toyota.

See on theleanedge.org

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