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Nov 10 2014

Change your production leveling strategy to achieve flow | Ian Glenday | Planet Lean

“…What I came to call Repetitive and Flexible Supply (RFS) is based on the idea of manufacturing the largest products in the same sequence at the same time every week. To many people, this sounds ridiculous and stupid at first.

My analysis consistently showed that, typically, 6% of a company’s products represent 50% of the volume it produces.

I started to see this happen in every factory, hospital, or office I went to. And that’s when it hit me – why not simply focus on stabilizing the plan for that 6% of the products?…”

Source: planet-lean.com

Michel Baudin‘s comments:

Ian Glenday’s idea of RFS is fine, but not quite as original as presented in the article. Making it easy to do what you do the most often is the motivation behind the Product-Quantity (P-Q) analysis I learned in Japan in the 1980s.

To use the terminology introduced  in the UK by Lucas Industries about that time, it breaks the product mix into Runners, Repeaters, and Strangers. You make each Runner is an dedicated production line, because it has a volume that justifies it.

Then you group Repeaters in families and make them in flexible lines, and you keep a residual job-shop to make the Strangers — the long tail of your demand — products in large numbers but with low and sporadic demand.

This method is described, as prior work, in Lean Assembly as a foundation for assembly line design, and in Lean Logistics for warehouse/supermarket design and for production scheduling, in particular heijunka.

See on Scoop.it – lean manufacturing

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By Michel Baudin • Press clippings • 2 • Tags: ABC analysis, Heijunka, JIT, Lean, Product-Quantity Analysis, repeaters, Runner-Repeater-Stranger, runners

Nov 8 2014

Using Poka-Yoke Techniques for Early Defect Detection | Accelerate Management | Jennifer R.

“Shigeo Shingo developed processes, called “devices,” which made errors much less likely. In one of the examples used by author Harry Robinson, Shingo created a process where workers were required to take two small springs and put them into a dish before assembling a switch (which used the two springs). While this seems like a waste of time, it stopped the workers from forgetting to put the springs into the switch to start with, which saved an enormous amount of time by preventing technicians being sent to customer locations for repair.”

Source: www.compaid.com

Michel Baudin‘s comments:

What could possibly go wrong? Placing two springs in a dish prior to assembly not only adds a handling step, but it neither physically prevents a mistake, nor immediately detects it once made. A new operator, or one who fills in for another who has the flu, is likely to skip this step, particularly if necessary to sustain the pace.

This example not like any Poka-Yoke I am used to, like the slots in my printer that are shaped so that an ink cartridge of the wrong color won’t go in, or the food processor that is started by pressing on the lid. These devices actually make mistakes impossible without adding any work, so that there is no incentive to bypass them.

And it’s not difficult to imagine methods that might have worked with the switches. For example, the springs, presumably prop the buttons up, and a whisker hanging over the assembly line might be triggered only if the switch is tall enough…

This article made me wonder whether Shingo, the inventor of the Poka-Yoke concept, had actually come up with this dish idea. It is indeed on p. 44 of his book, “Zero Quality Control: Source Inspection and the Poka-Yoke System,” and he does call it a Poka-Yoke, even though he didn’t coin the term until two years later.

It is the only example I remember seeing in the Poka-Yoke literature that does not meet the requirements of being 100% effective and not adding labor.

Devices and methods that make errors less likely are useful too, but not mistake-proof. It is usability enginering. If you make operations easy to understand with intuitive, self-explanatory user interfaces, mistakes may be so rare that you don’t need mistake-proofing. It’s fine, but it’s not mistake-proofing.

See on Scoop.it – lean manufacturing

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By Michel Baudin • Blog clippings • 4 • Tags: Mistake-Proofing, Poka-Yoke, Usability Engineering

Oct 31 2014

Two Vancouver companies get manufacturing awards | The Columbian

“Two Vancouver companies were among five top award winners in this year’s Manufacturing Excellence Awards, sponsored by the Association of Washington Business and UPS. […]  TigerStop won the Manufacturing Excellence Award for innovation. That award highlights a company’s work in designing, developing and delivering a blockbuster product concept. TigerStop was founded in 1994 by Spencer Dick to develop a cutting machine that would consistently produce accurately shaped parts, whether metal, aluminum, plastic or wood. The company has sold more than 30,000 machines, and uses local sourcing in its production facilities, the business association said of TigerStop.”

Source: www.columbian.com

Michel Baudin‘s comments:

It’s gratifying to see a former client receive an award. A few years ago, TigerStop asked me for Lean training. They went through a society of wood cutting machine makers and hosted a workshop at their site. For this small company, it was a way of getting what they wanted without bearing the whole cost.

I was impressed by the creativity, open-mindedness, and dedication of the TigerStop people. Congratulations on this award!

See on Scoop.it – lean manufacturing

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By Michel Baudin • Press clippings • 1 • Tags: Lean training, Manufacturing awards

Oct 24 2014

Lean-Lite versus Lean-Deep: Interview with Michel Baudin | Pete Abilla | Shmula.com

Lean-Lite versus Lean-Deep: Interview with Michel Baudin where he helps us better understand superficial versus deep lean.

Source: www.shmula.com

See on Scoop.it – lean manufacturing

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By Michel Baudin • Blog clippings • 0 • Tags: Lean, Lean-Deep, Lean-Lite, TPS

Oct 24 2014

Keep It Simple: Value Stream Map at the Gemba | Dave LaHote | LEI

“As we walked the line I had my notebook and pencil out. We walked each step and took note of the work-in-process inventory. I timed and recorded the cycle time of each process step. We asked the workers how long it took to change-over from one product to another. And we asked the workers about the kinds of problems they experienced when a sample order needed to be completed. It took us about 20 minutes. When we were done we had an old fashion process and material flow chart (today more commonly called a value stream map). In addition, our discussion with the workers pointed us to one step in the process that commonly got behind when sample orders were put into the process.”

Source: www.lean.org

Michel Baudin‘s comments:

Dave LaHote tells an interesting story, with good learning points for practitioners. Except that it is about process mapping on the shop floor, not “Value Stream Mapping” (VSM) as described in the Lean literature.

A VSM is supposed to map an order fulfillment process, following data from customer to supplier and materials from receipt to delivery. And, while quite detailed in terms of production control, it does not show process details at the machine or workstation level.

And it is not simple. It involves 25 different graphic symbols, some of which, like the zebra-patterned push arrows, take forever to draw by hand.

See on Scoop.it – lean manufacturing

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By Michel Baudin • Blog clippings • 2 • Tags: Process Mapping, Value Stream Mapping, VSM

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