Aug 1 2018
The BOM Rap
Why bother with a yawn-inducing topic like bills of materials (BOMs)? Bring it up with manufacturing professionals and their eyes glaze over instantly. And the Lean literature is mute on the subject. I even asked Michael Ballé for his input on the subject and he responded that he had none to offer.
Yet everyone involved with assembly agrees that BOMs are at the core of their activity, that BOMs have chronic accuracy issues, that the workarounds to these inaccuracies impair the companies’ ability to update and customize products, and that BOM maintenance hogs resources. Perhaps it’s worth giving the subject some thought and having a conversation about it.
Aug 5 2018
Why I was wrong about 2- second Lean | Dan Markovitz
“It’s time to admit that one of my consulting approaches has failed. I’m a huge fan of Paul Akers’ 2 Second Lean philosophy. It’s simple, easy to understand, and has an intrinsic appeal: “fix what bugs you.” “Figure out how to do your job two seconds faster each day.” Who wouldn’t sign on to a lean program that promotes that mindset?
So off I went to my clients, with Paul’s videos embedded in my PowerPoint presentation, ready to show them how 2 Second Lean is the answer to their productivity problems, their low employee engagement and morale scores, their mediocre customer service, and their too-high defect rates. And I failed.
When I look back at the clients I introduced to Paul’s method, I have to be honest and admit that a more traditional, kaizen event-driven approach would have served them better. 2 Second Lean didn’t hurt them, but they didn’t reap the rewards that they wanted, and that I promised.
I missed the most obvious fact: 2 Second Lean is simple. But it’s not easy. The commitment required of the president is enormous.”
Sourced from Marcovitz Consulting
Michel Baudin‘s comments:
Is the approach simple or simplistic? Perhaps, the mistake is assuming that a single method is all you need, whether it is the “2-second” approach or the oxymoronic “Kaizen event.” It’s the panacea fallacy. To improve a factory, you need a range of different approaches, from tiny improvements an individual can make within his or her area of responsibility without asking anyone’s permission to projects like line redesigns that may occupy dozens of people for months.
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By Michel Baudin • Blog clippings • 10 • Tags: Paul Akers