Michel Baudin's Blog
Ideas from manufacturing operations
  • Home
  • Home
  • About the author
  • Ask a question
  • Consulting
  • Courses
  • Leanix™ games
  • Sponsors
  • Meetup group

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?

Continue reading…

Share this:

  • Click to print (Opens in new window) Print
  • Click to share on Facebook (Opens in new window) Facebook
  • Click to share on LinkedIn (Opens in new window) LinkedIn
  • Click to share on Reddit (Opens in new window) Reddit
  • Click to share on X (Opens in new window) X
  • Click to email a link to a friend (Opens in new window) Email

Like this:

Like Loading...

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.

Continue reading…

Share this:

  • Click to print (Opens in new window) Print
  • Click to share on Facebook (Opens in new window) Facebook
  • Click to share on LinkedIn (Opens in new window) LinkedIn
  • Click to share on Reddit (Opens in new window) Reddit
  • Click to share on X (Opens in new window) X
  • Click to email a link to a friend (Opens in new window) Email

Like this:

Like Loading...

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.

Continue reading…

Share this:

  • Click to print (Opens in new window) Print
  • Click to share on Facebook (Opens in new window) Facebook
  • Click to share on LinkedIn (Opens in new window) LinkedIn
  • Click to share on Reddit (Opens in new window) Reddit
  • Click to share on X (Opens in new window) X
  • Click to email a link to a friend (Opens in new window) Email

Like this:

Like Loading...

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

Aug 9 2016

The Routledge Companion to Lean Management | Torbjorn Netland

Screen Shot 2016-08-09 at 9.47.28 AMThe Routledge Companion to Lean Management is now available for pre-ordering. It is a compilation of contributions from multiple authors, edited by Torbjorn Netland, and Chapter 8 is my overview of Lean Logistics. The other co-authors include Dan Jones, Jim Womack, John Shook, Jeffrey Liker, Robert Hafey, John Bicheno, Glenn Ballard, Michael Ballé, Mary Poppendieck, and many others whose work I am not familiar with.

Continue reading…

Share this:

  • Click to print (Opens in new window) Print
  • Click to share on Facebook (Opens in new window) Facebook
  • Click to share on LinkedIn (Opens in new window) LinkedIn
  • Click to share on Reddit (Opens in new window) Reddit
  • Click to share on X (Opens in new window) X
  • Click to email a link to a friend (Opens in new window) Email

Like this:

Like Loading...

By Michel Baudin • Announcements • 0 • Tags: Kaizen, Lean implementation, Lean Logistics, Lean management, Lean manufacturing, Toyota Production System, TPS

Aug 2 2016

Excel Hell – An Insider’s Report | Chad Smith | LinkedIn Pulse

Excel Hell, from Gustave Doré print
From a Gustave Doré print

“95% of companies report that they are using spreadsheets to augment their ERP system for planning. I asked a good friend that I have known for 20 years to share his experiences with the proliferation of work-arounds and ad-hoc planning “solutions” that we tend to see in most companies that run MRP. My friend cannot specifically name the products his company makes because the market is dominated globally by only two players (he works for one of them). The sales of this company are between $100M – $500M (US) annually. Read about his experiences and let me know if you can relate.”

Sourced through LinkedIn Pulse

Michel Baudin‘s comments:

The issues listed by Chad Smith’s friend are not specific to Excel. His company’s MRP or ERP system does not meet the functional needs of the Planning Department, and its members supplement it by crunching data extracts from it on their personal systems, in their own ways. The manager does not control what formulas are used, and does not know how diligent each member is at keeping the data up do date. The planners happen to be using Excel, but these problems would not be solved if they replaced Excel with any other single-user tool: they should all work on the same data, not individually ordered extracts of inconsistent vintage, and the planning logic should be shared, not buried in private spreadsheets.

Continue reading…

Share this:

  • Click to print (Opens in new window) Print
  • Click to share on Facebook (Opens in new window) Facebook
  • Click to share on LinkedIn (Opens in new window) LinkedIn
  • Click to share on Reddit (Opens in new window) Reddit
  • Click to share on X (Opens in new window) X
  • Click to email a link to a friend (Opens in new window) Email

Like this:

Like Loading...

By Michel Baudin • Blog clippings • 0 • Tags: Data Warehouse, ERP, In-Memory Database, Job rotation, Middleware

1385093451_viswanathan-anand-magnus-carlsen-chess

Jul 27 2016

How Does This All Play Out?

It is a seemingly simple question, but one that is not asked as often as it should be. It challenges managers to consider the responses of other stakeholders and think beyond immediate consequences. It checks their “bias for action,” and makes them take a pause to think farther than one move ahead.

If you outsource an item, for example, will the new supplier eventually morph into a competitor? What know-how might you lose? How will it affect employee morale? Are you putting your quality reputation at risk?  The question is an invitation to work through multiple scenarios of responses by your suppliers, your work force, and your customers, reaching into the future.

Continue reading…

Share this:

  • Click to print (Opens in new window) Print
  • Click to share on Facebook (Opens in new window) Facebook
  • Click to share on LinkedIn (Opens in new window) LinkedIn
  • Click to share on Reddit (Opens in new window) Reddit
  • Click to share on X (Opens in new window) X
  • Click to email a link to a friend (Opens in new window) Email

Like this:

Like Loading...

By Michel Baudin • Management, Uncategorized • 1 • Tags: ERP, Game theory, Kanban, Lean, Milk run, Supply Chain Management

«< 36 37 38 39 40 >»

Follow Blog via Email

Enter your email address to follow this blog and receive notifications of new posts by email.

Join 581 other subscribers

Recent Posts

  • Update on Data Science versus Statistics
  • How One-Piece Flow Improves Quality
  • Using Regression to Improve Quality | Part III — Validating Models
  • Rebuilding Manufacturing in France | Radu Demetrescoux
  • Using Regression to Improve Quality | Part II – Fitting Models

Categories

  • Announcements
  • Answers to reader questions
  • Asenta selection
  • Automation
  • Blog clippings
  • Blog reviews
  • Book reviews
  • Case studies
  • Data science
  • Deming
  • Events
  • History
  • Information Technology
  • Laws of nature
  • Management
  • Metrics
  • News
  • Organization structure
  • Personal communications
  • Policies
  • Polls
  • Press clippings
  • Quality
  • Technology
  • Tools
  • Training
  • Uncategorized
  • Van of Nerds
  • Web scrapings

Social links

  • Twitter
  • Facebook
  • Google+
  • LinkedIn

My tags

5S Automation Autonomation Cellular manufacturing Continuous improvement data science Deming ERP Ford Government Health care industrial engineering Industry 4.0 Information technology IT jidoka Kaizen Kanban Lean Lean assembly Lean Health Care Lean implementation Lean Logistics Lean management Lean manufacturing Logistics Management Manufacturing Manufacturing engineering Metrics Mistake-Proofing Poka-Yoke Quality Six Sigma SMED SPC Standard Work Strategy Supply Chain Management Takt time Toyota Toyota Production System TPS Training VSM

↑

© Michel Baudin's Blog 2025
Powered by WordPress • Themify WordPress Themes
%d