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Sep 12 2016

Question On Optional Components | Arvind Janarthanam

“Greetings! First of all, I am thankful to this blog. It has helped me out with my queries.

I’m working as a scheduler and we are facing sudden change in the optional parts that we supply to our customer. The reliability of the forecast we have is coming down. Most of our parts being imported is affecting our cost due to last-minute freight. Can you please suggest an approach to arrive at the minimum number of stock we could maintain against each options(based on past data) so that we strike a balance between the inventory and availability.

Arvind”

Michel Baudin‘s response:

Dear Arvind:

You tell me you are a scheduler, but many of the actions that can improve the procurement of optional parts are beyond the range of what a scheduler can decide. You are also asking a generic question, to which there is no generic, universal answer. All I can do is lay out a few possible courses of action.

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By Michel Baudin • Answers to reader questions 1 • Tags: Imported components, Lean Logistics, Logisics, Optional Components

Sep 10 2016

How to Pick the Fastest Line at the Supermarket | New York Times [Debunk]

Inside a Whole Foods in Brooklyn (New York TImes)

“[…] Choose a single line that leads to several cashiers

Not all lines are structured this way, but research has largely shown that this approach, known as a serpentine line, is the fastest. The person at the head of the line goes to the first available window in a system often seen at airports or banks. […]”

Sourced through the New York Times

Michel Baudin‘s comments:

No! Research shows no such thing. The serpentine line does not reduce the customers’ mean time through the system. Little’s Law tells us that, in steady state, regardless of how the queue is organized:

{Mean\, time\, in\, system = \frac{Mean\, number\, of\,  customers\, in \, system}{Mean\, service\,  rate}}

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By Michel Baudin • Laws of nature 4 • Tags: Little's Law, Queueing, Serpentine Queue

Sep 10 2016

Is Leader Standard Work A Thing?

It is a recurring expression in forums, conferences, and papers about Lean Leadership, but unclear because of the ambiguity about both leaders and standard work.

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By Michel Baudin • Management 3 • Tags: Lean, Office Space, Standard Work, Steve Jobs, Toyota, Work standards, Work-combination charts

Sep 2 2016

Why I don’t like Lean houses, except one | Christian Hohmann | LinkedIn Pulse

Christian Hohmann

“I never liked the (Toyota inspired) Lean houses and their many variants. First all these models are generally understood as prescriptive rather than descriptive, thus those new to Lean tend to adopt and copy one model without necessarily understanding its real meaning. The building blocks of Lean houses are principles, methods and tools, reinforcing the feeling that it’s all about “techniques”.

The house building metaphor also suggests a beginning with sound foundations, robust pillars and when the roof is atop, the organization is done. We’ll see later it is not in this way. To add to the confusion, with the broad choice of variants, which is the right one to look at?”

Sourced through LinkedIn Pulse

Michel Baudin‘s comments:

tps-house-300x244I share your reservations about the many “Houses of Lean” floating around, but my main concern with them is vagueness. The descriptive versus prescriptive confusion that you bring up is one concern. In one diagram I am looking at right now, “Heijunka” sits on top of “Stability” and underneath “Pull System,” “Takt Time” and “Continuous Flow.” Whatever it is intended to mean, it can’t be that you should implement Heijunka as soon as your processes are stable. Given that there are very few companies outside of the Toyota supply chain that have even implemented Heijunka, it is clearly an advanced topic, not to be tackled until you have done many other things, including items listed above it.

The basic operation when drawing a house of Lean is stacking. It has a well-defined meaning in computer networks, where you talk about “protocol stacks.” For example, the worldwide web sits on top of the internet, and it means that, behind the web face it shows you, your browser uses the internet protocol to communicate with the world, in ways that would be unintelligible to you. The meaning is obviously different in a “House of Lean,” but what is it? And what does it mean to draw a manager inside?

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By Michel Baudin • Blog reviews 1 • Tags: House of Lean, House of TPS, UML, VSM

Aug 31 2016

Teaching Adults: The Example Of New Plant Design

I have recently been involved in discussions of methods to teach adult learners and the ways if differs from teaching children or young adults. My personal experience is exclusively with adult professionals in a continuing education mode, and I provided examples from my recently most successful course, on New Plant Design, developed in 2005 at the request of the Hong Kong Productivity Council, and given more than 15 times in China since, and twice in Russia, although never in the US or Western Europe.

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By Michel Baudin • Management 1 • Tags: Adult learning, Continuing Eduction, Lean, New plant design, Training

Aug 15 2016

Industry 4.0 – Revolution or Evolution | Bodo Wiegand | Wiegand’s Watch

 

Bodo WiegandBodo Wiegand heads Germany’s Lean Management Institute. In his latest newsletter, on Wiegand’s Watch, he explains how he feels manufacturers should respond to the German government’s Industry 4.0 initiative.

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By Michel Baudin • Blog clippings 3 • Tags: ERP, Industrie 4.0, Industry 4.0, Lean, Manufacturing IT

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