May 25 2016
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May 20 2016
One of the passengers who died in the crash of EgyptAir flight MS804 was Ahmed Helal, the 40-year-old manager of a Procter & Gamble plant in Amiens, France. He was a Frenchman from Egypt, on his way to visit his father, and the outpouring of grief from his employees in the plant, his managers at corporate, the city council of Amiens and many elected officials clearly indicates that he was no ordinary plant manager.
The workers interviews on the French BFM TV network has this to say about him:
The Vice President and General Manager of P&G for France and the Benelux, Christophe Duron expressed his sadness for the loss of Ahmed Helal, and said, “Ahmed wasn’t just a brilliant site director, Ahmed was above all an exceptional human being. He was the boss of the Amiens plant.”
See the story on Bustle.com
May 19 2016
Seen today in the New England Journal of Medicine, under the signature of Harvard Medical School professors Pamela Hartzband and Jerome Groopman:
“The TPS is a set of principles designed for the manufacture of inanimate objects in a factory. We accurately depict two essential elements of this system that are directly derived from Taylorism: standardization and time efficiency. In his classic study of the application of Toyota principles to the manufacture of cars in the United States, Paul Adler describes how ‘Each job was analyzed down to its constituent gestures, and the sequence of movements was refined and optimized for maximum performance. Every task was planned in great detail, and each worker was expected to perform that task in the prescribed manner.’ Adler refers to ‘the intelligent interpretation and application of Taylor’s time and motion studies’ as key to its success. He states, ‘The reference to Taylor may be jarring, but it fits.’
[…] Other medical professionals who, like us, have experienced the toxic effects of obsessive standardization and time efficiency in the care of patients have expressed concerns similar to ours. In an era of accountability, we believe that those who advocate the application of Lean principles to medical care must take responsibility for the unintended consequences resulting from these elements shared by Taylorism and Toyota practices.”
The authors base their claim that the Toyota Production System (TPS) is “derived from Taylorism” from the writings of Paul Adler, a business school professor at USC who has written many papers over the past 40 years, a few of which touched on TPS and NUMMI, the first plant to apply this system in the US and now operated by Tesla. I met Paul Adler at Stanford in the late 1980s, and found his insights on NUMMI quite valuable. It was also clear to me that Paul Adler was not an engineer, that TPS, to him was one interest out of many, and that his knowledge of the subject was only at the business school level, as reflected, for example in an expression like “Taylor’s time and motion studies.” Taylor did time studies; Frank and Lilian Gilbreth, motion studies with, as stated in other posts, very different objectives.
This distinction, perhaps too subtle for business schools, is of paramount importance to anyone who wants to understand TPS, which owes much more to the Gilbreth’s work than to Taylor’s. Taylor wanted to prevent workers from slacking off; the Gilbreths, to observe the way work was being done and make it easier. And the medical profession has a good reason to remember Frank and Lilian Gilbreth: the way operating rooms function today is based on the analysis and recommendations they made 100 years ago.
May 19 2016
“… Trever White, divisional information officer, noted that his team is regularly on the plant floor, building good relationships so team members can articulate what their challenges are. One challenge they recently identified was the need to build a containment system to more quickly identify and contain a quality issue when it emerges…”
Sourced through Scoop.it
As described in this article, advanced IT for Manufacturing, at Toyota, starts from the needs of the shop floor and works its way up. First, you build systems that take root because they help in daily operations, Then you extract and summarized data from these systems for the benefit of managers and engineers.
ERP, on the other hand, starts from the needs of management and works its way down, and I think it is the key reason why ERP success stories are so hard to find.
May 17 2016
In How Google Works, on p. 38, executives Eric Schmidt and Jonathan Rosenberg wrote:
“When offices get crowded, they tend to get messy too. Let them. When Eric [Schmidt] first arrived at Google in 2001, he asked the head of facilities, George Salah, to clean up the place. George did, and was rewarded with a note the next day from Larry Page, saying, ‘Where did all my stuff go?’ That random collection of stuff was an icon of a busy, stimulated workforce. […] It’s OK to let your office be one hot mess.”
So the company whose mission is “to organize the world’s information and make it universally accessible and useful” has no use for 5S in its offices. The explanation they give is that Google employees are “smart creatives” who do their best work in a messy environment, like Pablo Picasso in his studio. But I can think of another reason: the information that matters to the googlers’ work is the stuff behind their screens, not on their desks. It’s in Google’s data centers, and they work on it with Google’s software.
May 26 2016
The Role Of The Plant Manager in Lean [video]
The following video was recorded yesterday:
http://lightwise.me/2016/05/25/lean-leadership-insights-a-critical-leadership-role-the-lean-plant-manager/
I will be presenting on this topic at the Summit on Lean Leadership in Charlotte, NC on June 22.
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By Michel Baudin • Management 0 • Tags: Lean manufacturing, Plant Manager