Feb 15 2020

Whatever became of Six Sigma? | Alfred Kieser | brand eins

 

Alfred Kieser

“TQM and Six Sigma are management fads that obey similar laws to clothing fashions. There are fashion designers who create the trend, and multipliers who disseminate and popularize it. These primarily include business consultants, but also scientists, managers, non-fiction authors or journalists. And there is the customer base that hopes to benefit from going with the fashion without having to think about it or take responsibility.”

Source brand eins

 

Michel Baudin‘s comments: Thanks to Ferdinand Grah for drawing my attention on LinkedIn to this interview of German management thinker Alfred Kieser. The article is in German. In it, Kieser paints a bleak picture of Six Sigma at GE and how former CEO Jack Welch leveraged it to his own benefit while wrecking the organization with rank-and-yank management. As for agility, he sees it as “just as content-free as the Balanced Scorecard.”

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Feb 5 2020

A 1975 Technology Forecast | M. E. Marchant | AFIPS Proceedings

“A recent Delphi-type forecast of the future of manufacturing carried out by the International Institution for Production Engineering Research (CIRP) resulted in 94 forecast events on which good consensus was obtained. Of these, 24, or over one-fourth, strongly indicated that the computer-integrated automatic factory would be a full-blown reality well before the end of this century. The three key events which summarize this aspect of that forecast are as follows:

  1. By 1980 (median), a computer software system for full automation and optimization of all steps in the manufacturing of a part will be developed and in wide use.
  2. By 1985 (median), full on-line automation and optimization of complete manufacturing plants, controlled by a central computer, will be a reality.
  3. By 1990 (median), more than 50 percent of the machine tools produced will not have a “stand-alone” use, but will be part of a versatile manufacturing system, featuring automatic part handling between stations, and being controlled from a central process computer.”

Source: ACM Digital Library

Michel Baudin‘s comments: Thanks to Torbjørn Netland for digging up this gem, which puts the current claims about Industry 4.0 in perspective.

A Delphi-type forecast is based on questionnaires sent to a panel of experts in multiple rounds. Each expert sees the aggregate results of the previous round and modifies answers to arrive at a consensus. In other words, it’s subjective group-think.

1974 Personal Computer
1974 Altair-8800 computer

Like most of science-fiction, these forecasts both overestimate technology and fail to anticipate its evolution. A “central computer ” was going to do everything.  The paper is from 1975, a year after the first personal computer came out, the Altair 8800. At that time, PLCs and minicomputers like DEC’s PDP-11s were already taking over industrial control functions from mainframes.

The author worked for a machine-tool company, Cincinnati-Milacron, and seems to equate manufacturing with metalworking. Machine tools, today, are primarily used in automotive and aerospace; it is only a fraction of manufacturing as a whole.

#automation, #CIM, #industry4.0, #technologyforecast

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Wikipedia image of working Its

Jan 22 2020

Comparing Handbooks: Maynard, Salvendy, Badiru, NITech

Industrial Engineers most often cite Maynard’s and Salvendy’s handbooks, both last updated in 2001. The most recent English-language handbook I know of is Badiru’s, whose 2nd edition came out in 2013. NITech is the Nagoya Institute of Technology (名古屋工業大学). Since 2007 NITech has been running a 6-month Plant Manager Training School (工場長養成塾) program once a year, including lectures, plant visits, and projects. This program has a companion handbook last updated in 2015. It’s focused on plant managers rather than IE’s but I included it here because it represents a different approach. The most recent publication I checked out is the 2019 Industrial Engineering Body of Knowledge (IEBoK) from the IISE but it is only an outline, with a bibliography on each topic. 

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Human Work Examples

Jan 13 2020

The Engineering of Human Work

“Human work engineering” is neither a major in any university nor a job title I have ever encountered. As a specialty, it would integrate content currently filed under Human Factors, Ergonomics, Safety, Human-Machine Interfaces, Usability Engineering, Mistake-Proofing, and Jidoka into a consistent approach to production and service delivery.

But wait! Isn’t it what Industrial Engineering (IE) was supposed to be?

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Jan 13 2020

New Year Lost and Found | John Shook | Planet Lean

“As many of us are wont to do, I reflected a bit over the holidays. As always, it wasn’t hard to find ample fodder on both sides of the hope vs despair ledger: we have so much cause for concern around us, but also plenty to rejoice about. […] This year’s reflection confirms what I’ve found over many years: when seeming to lose something of great value, if you look you can find that something new has come along to offer welcome and perhaps unexpected value.[…]

As a noteworthy attempt to shed light on the lean and digital muddle, I turn to Christoph Roser’s Industry 4.0 Discovery Bus Tour of Geeks. Christoph rented a bus and invited interested parties to join in a tour to try to figure out exactly what is all this noise about Industry 4.0. The Geeks visited 10 German factories that claim to be doing exemplary work, with Christoph blogging about the visits along the way. I encourage you to read the entire series of posts on his blog All About Lean.”

Source: Planet Lean

Michel Baudin‘s comments:

It’s wonderful to see LEI Chair John Shook recognize Christoph’s tour of Industry 4.0 as a highlight of 2019. The tour takes up half of his picture gallery. In his description, he got the essence right but a few details wrong. It wasn’t a “Bus Tour of Geeks” but a “Van Full of Nerds.”

It was a van because there were only 8 of us, and “nerds” at my insistence. Geeks are wannabee nerds and “nerds” was a more accurate description of Ralph Richter, Franck Vermet, Torbjørn Netland, Christoph Roser, Hironori Hibino, Kai Lorentzen, Mark Warren, and me.

We also visited 7 factories, not 10: Bosch (2 sites), ABB, Kärcher, Siemens, Trumpf, and Audi. In addition, we visited R&D labs, startups, and universities. Altogether, it was the most informative and densely packed tour I have ever been on or organized.

I agree with John Shook that Christoph’s posts about the tour are must-reads, as he covered every visit we made. I blogged about this trip in a complementary way, about tools and ideas that intrigued me rather than companies:

#lean, #lei, #planetlean, #allaboutlean, #johnshook, #industry40, #vanfullofnerds

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Jan 6 2020

Kei Abe, unsung Japanese genius | Hansjörg Wyss | Swiss Made

Hanjörg Wyss

Swiss Made is a 2013 book by James Breiding and Gerhard Schwarz about the successes of Swiss companies. It came to my attention for a paragraph that celebrates the contributions of my mentor Kei Abe as a consultant to Synthes and its charismatic CEO Hansjörg Wyss. As I was with Kei Abe on several occasions at Synthes and witnessed his interactions with Wyss and with engineers, I can attest that the following quote from the book is true:

“Hansjörg Wyss consolidated and expanded the Swiss orthopedic industry, becoming in the process one of Switzerland’s most successful and wealthy entrepreneurs. Wyss’s career is a tale of conquering the US market and then managing to consolidate the Swiss orthopedic industry, gobbling up one competitor after another — while effectively remaining the controlling shareholder. […] In 2011, Wyss sold Synthes to Johnson & Johnson for $21.3B.

The unsung Japanese genius

[…]The unsung hero of the company was Kei Abe, […] who managed to come up with novel designs for three decades. According to Wyss, Abe helped Synthes by ‘constantly forcing change in manufacturing, bringing new ideas and concepts for machines, thus enabling us to be at the forefront of new technology and having the best margins in the device industry.’

Of the overall strategy, Wyss remarks that ‘competitors thought we were crazy, but this is what kept the company one step ahead and gave us 10% higher margins'”

The book’s authors are journalists and had embellished the story with untrue statements that I edited out. No, Kei Abe was not a professor and never claimed to have “established the Kanban system” at Toyota. He was an aeronautics engineer from Tokyo University who went to work as a motorcycle designer for Honda, later joined the JMA and started his own consulting group, Management & Technology Japan in 1984, where I joined him in 1987.

On my last visit to Synthes, in Switzerland and without Kei, I remember pointing to a machine in a cell and telling my host “This looks like Kei’s handy work.”  He confirmed that it had indeed been based on his input.

#synthes, #keiabe, #hansjoergwyss, #leanmanufacturing

 

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