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Jan 16 2015

The World’s Most Dangerous Job? | James Lawther

“You shouldn’t believe everything you read on the internet, but according to some of the more reliable sources, during World War II:

  • Over 12,000 Bomber Command aircraft were shot down
  • 55,500 aircrew died.
  • The life expectancy of a Lancaster bomber was 3 weeks
  • Tail-gunners were lucky if they survived four missions.”

Source: www.squawkpoint.com

 

Michel Baudin‘s comments:

This is a great story both about effective visualization of series of events in space-time and about proper interpretation in the face of sample bias.

Manufacturing, thankfully, is less dangerous than flying bombers in World War II was, but it is still more dangerous than it should be. Posting the locations of injuries on a map of the human body is also an effective way to identify which body parts are most commonly affected, and which safety improvements are most effective.

But are all injuries reported? Many organizations blame the victims for lowering their safety metrics, and discourage reporting. As a consequence, we can expect under-reporting and a bias towards injuries severe enough that reporting is unavoidable.

If you get data on an entire population, or if you thoughtfully select a representative sample, you can avoid bias, but many of the most commonly used samples are biased, often in ways that are difficult to figure out.

Customer surveys of product quality, for example, are biased by self-selection of the respondents. Are unhappy customers more likely to take the opportunity to vent than happy customers to praise? If so, to what extent? The effect of self-selection is even stronger for posting reviews on websites.

See on Scoop.it – lean manufacturing

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By Michel Baudin • Blog clippings • 2 • Tags: Quality, Safety, Sample bias, Sampling, Statisics, Visualization

Jan 14 2015

Not Exactly Poka-Yoke and Chaku-Chaku

“Japanese automobile manufacturing methods are adopted by American competitors. Watch the concept of poka-yoke, meaning “correct” and chaku-chaku, meaning “one worker, several tasks” in the manufacture of rear view mirrors.”

Source: www.youtube.com

Michel Baudin‘s comments:

An interesting video, but “Poka-Yoke” and “Chaku-Chaku” don’t mean what the narration says they do. And they are not “Japanese” methods but methods invented by specific individuals in specific companies that happened to be in Japan. Likewise, the assembly line is not an “American” method but a method invented by P.E. Martin, Charles Sorensen and others at Ford.

“Poka-Yoke” doesn’t just mean “correct.” More specifically, a Poka-Yoke is a device integrated in the production process to prevent human error or detect it immediately without adding any labor. Checking bar codes on parts, as shown in a video, doesn’t qualify as a Poka-Yoke because it adds labor, and error prevention devices that add labor are ineffective because they are by-passed under pressure.

The video shows an operator attending to a sequence of tasks and calls it “Chaku-Chaku.” There is, however, ,more to Chaku-Chaku than this, such as automatic processing at each station, with automatic unloading and chutes between stations, so that the work of the operator is focused on checking the part after an operation and loading it into the next.

See on Scoop.it – lean manufacturing

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By Michel Baudin • Blog clippings • 3 • Tags: Chaku-Chaku, Poka-Yoke

Dec 24 2014

Hong Kong Power Company Holds QC Circle Convention | Quality Alchemist

CLP Power Quality Control Circle (QCC) Convention was established in 2002. It aims to offer our staff a platform to submit any creative ideas they may have to improve processes, procedures and overall operations in the form of a proposal. CLPP QCC Convention is one of key quality culture activities and HKSQ exco members were honored to be invited as guests for the Convention. Moreover, our former chairman Dr. Aaron Tong was one of judges.

Source: qualityalchemist.blogspot.com

Michel Baudin‘s comments:

The QC circle, born in Japan in the early 1960s and the object of a short-lived fad in the US and Europe in the 1980s, lives on as a useful tool in organizations that stuck with it, including many companies in Japan, China, India, and other Asian countries.

CLP Power has been an electrical utility serving Hong Kong for 100 years. In the jury that awarded prizes to circle projects at this convention was my friend Aaron Tong, former chair of the Hong Kong Society for Quality (HKSQ).

See on Scoop.it – lean manufacturing

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By Michel Baudin • Management • 0 • Tags: Continuous improvement, QC Circles, Quality

Dec 21 2014

Review of “Engineering the Revolution” by Ken Alder

This book will entertain and inform you if you have been struggling with issues like the proper role of government in the economy and in technology development, gaining acceptance for new technology in a society, the nature of the engineering profession and its social role, engineering education, or meritocracy in general. It is about events that happened between 200 and 300 years ago in France, but the technical, political and social challenges it describes are still with us today, worldwide.

Continue reading…

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By Michel Baudin • Book reviews • 2 • Tags: History of technology, interchangeable parts, Quality

Dec 7 2014

Bridging the Gap between Buyers and Suppliers | Robert Moakler | IndustryWeek

“Creating high performance, collaborative alliances between buyers and U.S. suppliers will ensure rebuilding a strong and sustainable American supply chain.”

Source: www.industryweek.com

 

Michel Baudin‘s comments:

Robert Moakler reiterates the well known fact that collaboration between suppliers and customers is a win/win, and offers an e-sourcing platform as the better mousetrap that will make it happen.

As COO of an “online marketplace exclusively developed for the American manufacturing industry,” Moakler is forthright about where he is coming from. But is lack of technology the reason why adversarial, arm’s length relations between suppliers and customers remain the norm?

My own findings on this matter — summarized in Lean Logistics, on pp. 342-350 — is that each side stands to gain a short-term advantage from unilaterally breaking a collaborative relationship, and that the business history of the past 25 years shows examples of this happening.

On the customer side, a new VP of purchasing can instruct buyers to use the information suppliers have shared to force price concessions. Conversely, suppliers can leverage intimate, single-sourcing, collaborative relations with a customer to charge above-market prices.

None of these behaviors is viable in the long term, but not all managers care about the long term, and the toughest challenge in establishing collaborative relations is defusing well-founded fears about the future behavior of the other side.

While wishing Mr. Moakley the best of luck in his business, I don’t believe technology is the problem.

See on Scoop.it – lean manufacturing

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By Michel Baudin • Press clippings • 1 • Tags: Lean supply chain, Supply Chain Management

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