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Jul 3 2013

The Porsche Lean Story | Competitive Advantage via Quantitative Methods

See on Scoop.it – lean manufacturing

Michel Baudin‘s insight:

Along with information about the history of Porsche’s turnaround since the early 1990s, this article contains strange statements about, for example, Lean Manufacturing being “Non-Quantitative,” which must make Ohno and Shingo turn over in their graves.

It also contains the doubtful statement that “the costs of warehousing excess inventory are a hundred of times more expensive than a delay caused by a missing part.” The point of Lean Logistics is not to trade-off full warehouses for shortages!

The real paradox of stock is that hoarding parts is ineffective at preventing shortages. The Lean Logistics approach is to keep inventories low but monitored with vigilance, and to respond quickly when floods, tsunamis, or earthquakes disrupt the supply chain.

The article further asserts that “Statistical Process Control” was central to Porsche’s effort, but gives not indication that it is even used. I don’t recall it being mentioned or seeing any trace of it in the Porsche plant in Leipzig two years ago.

See on cavqm.blogspot.co.uk

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By Michel Baudin • Blog clippings • 2 • Tags: Lean Logistics, Lean manufacturing, Porsche

Jun 28 2013

Lean principles yield huge improvement for Spanbild | Voxy.co.nz

See on Scoop.it – lean manufacturing

“Spanbild, a local market leader in the design, manufacture and construction of residential, rural and commercial buildings, today announced results of a project to apply lean principles throughout their manufacturing plants.”

Michel Baudin‘s insight:

A report on Lean implementation at a construction company in Christchurch,  New Zealand, with government help.

See on www.voxy.co.nz

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By Michel Baudin • Press clippings • 0 • Tags: Christchurch, Factory, Lean construction, Lean manufacturing, Manufacturing, New Zealand

Jun 27 2013

He who doesn’t hear, sees nothing | Bodo Wiegand’s Watch

Bodo Wiegand heads the Lean Management Institute, which is the German affiliate of the Lean Enterprise Institute. The following is a translation from German of  the June, 2013 issue of his newsletter,  Wiegand’s Watch:

When I was 12, my grandfather used to take me along on his “rounds,” as he called it.

We then had a foundry, where he did his “rounds” every day. Following my grandfather’s instructions to stay together, we walked hand in hand through the foundry operation itself, through mold and sand preparation, through the basement, etc. It took 1 ½ hours. Whenever something was wrong, he called Mr. Meier, Schmitz, or Schulte and asked “Why are there so many boxes?”, “Why is  the cigarette  there?” “Why is the aisle blocked?” “Why is the machine stopped?” “Why do we have a problem when casting?”  When employees ran around without glasses or helmets, there was real trouble.

But even when something that should have been finished was not,  or the clock was wrong, he intervened. At that time, I thought it capricious. Now I know how important personal protection gear is, and how important clocks and punctuality are.

His motto has always been: “If the clocks are wrong, no one can expect the people to be on time when you need them.With him there was absolutely no excuse for being late – but no one came late.

Back to the tour. He spoke with each supervisor, but only about problems – business but also human. Sometimes he stayed by a machine and listened. Then he called the head of maintenance, who usually said: “Yes, I’ve heard. We’ll take a look this week-end.”  I was always deeply impressed and tried to listen . Yet I could hear nothing. I could hear any difference until my grandfather told me what I should hear and the difference  with a machine that was working fine. Then I “heard” for the first and only time.

When became production manager in the forge, I remembered these tours and tried to think back to the individual details to hear and see. It took me a while before I could do this successfully.

The greatest praise I received in that position was from our maintenance manager, Mr. Hensing. When I called his attention to a noise that struck me as funny, he said: “It’s been a long time since anybody noticed.”

Well, why am I writing this? I have the feeling that we have forgotten how to hear and see, and to walk properly through the shop floor. I have a feeling that our supervisors and young managers have not learned to see, let alone hear or correctly make their rounds through operations, which implies seeing things and responding appropriately.

If I pass a cigarette butt on the ground or walk past a box with something in it that should not be there, then, as the saying goes: “What the boss tolerates or does not criticize is allowed”.

But if I want to change the mindset in my business and I am not an example, for example by tolerating waste, then I cannot expect employees to recognize and eliminate waste in their daily hard work. Therefore, I will not let this topic rest, and, to help, will make a virtual “Waste Walks” a centerpiece at the German Lean Summit of 24 to 26 October in Berlin to illustrate this topic from different angles.

Bodo Wiegand

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By Michel Baudin • Blog clippings • 0 • Tags: Bodo Wiegand, Gemba Walk

Jun 24 2013

A French government agency report on Lean and Safety | EU-OSHA

See on Scoop.it – lean manufacturing

“The implementation of this organizational model of production [Lean] may result if certain conditions are not met, in a deterioration of the workers´ health (musculoskeletal disorders, psychosocial risks, accidents).”

Michel Baudin‘s insight:

This document, from a French government agency, asserts that the implementation of Lean could make saferty worse in French plants. This might suggest that, without Lean, safety in French plants is adequate.

Lean is debated in France with the zero-sum assumption that, if you improve productivity and quality, it can only be at the expense of something else, usually safety. The idea that you can improve all dimensions of performance at the same time is not accepted.

My experience of French plants is of safety levels that are perhaps higher than China’s but a far cry from what you see in Japan or the US. The accidents waiting to happen range from people and forklifts sharing space without marked aisles, wine served in factory cafeterias, slick floors in metal working shops, operator jobs that require long carries of heavy parts,…

While it is conceivable that a poor Lean implementation could make this even worse, a reasonably good one is guaranteed to improve on this dismal situation, simply by paying long overdue attention to the details of operator job designs. There is nothing intrinsically wrong with the INRS summary of recommendations, but they are already part of Lean.

See on osha.europa.eu

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By Michel Baudin • Web scrapings • 0 • Tags: China, France, Japan, Lean manufacturing, Occupational safety and health, Plant

Jun 21 2013

Using videos to improve operations | Part 6 – Quick simograms

Here, we finally start collecting measurements from the video, focusing on what we can collect while watching without stopping. In this mode, we can break down operator time by broad categories like  “Waiting,” “Walking,” or “Assembling,” but we don’t have the time to name each task and collect comments or improvement ideas. This will require a more detailed and time-consuming analysis. 

One method, developed by Christophe Caberlon, involves two analysts, one viewing the video and the other one filling out an electronic spreadsheet. Instead of looking for state-change events in the video, we look at it in 5-second increments. Every five seconds, the analyst viewing the video calls out the state the operator has been in since the previous call. Each 5-second. Interval is assigned one column in the spreadsheet and there is one row for each state. Based on the call, the second analyst switches the color of the cell for the state and time interval.

Counting in 5-second intervals involves aliasing, but it is not a problem for a rough-cut estimate. The rows in the spreadsheet do show the state transitions in a Gantt-chart like format called “simogram,” and can summarized into proportions of time spent in each state, as in the following example:

Simogram example

This example uses cell background color to express content, which is not generally recommended because Excel does not provide built-in tools either for quick input or for analysis. The result, however, is graphically much more attractive than filling the cells with Xs. Changing the background color of a cell requires multiple steps, which cannot be repeated every five seconds. These steps, however can be recorded as a Macro. In this example, the macro has Ctrl+q as a hot key to mark a cell and Ctrl+w to unmark it. Also, each 5-second time segment must be assigned to one and only one category. When working your way through a video, it is impossible to avoid cases where one segment will be missed and another accidentally assigned to more than one category.

To detect these errors, we need to count the gray cells by column, and to summarize the times into relevant aggregates, we need to count them by rows. While Excel provides no built-in function to do this, you can find add-on modules to do it. The modules used above are due to C. Pearson. 

This method is also restricted in the number of states to track. It is feasible for two or three but not fifteen. With the limited number of choices, it is a good idea to include an “Other” state. The states should also be clear and unambiguous, such as:

  • Walking: the operator’s legs are moving.
  • Working: the operator’s hands are moving.
  • Waiting: all the operator’s limbs are still.
  • Touching: One of the operator’s hands is touching the product.

Categories that are abstract and subject to interpretation, like “Value-added” should be avoided. Note also that an operator who is Working or Touching, may be handling the work piece or transforming it, and we don’t have enough categories at this level to make the difference. 

Timer Pro provides a method called “Non-stop timing,” in which the analyst simply clicks on a category when observing a state transition, and the time since the previous click is automatically assigned to this category. This eliminates the aliasing due to using 5-second intervals, and relieves one analyst from the task of clicking the right spreadsheet cell every 5 seconds.

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By Michel Baudin • Technology • 2 • Tags: Excel, industrial engineering, Microsoft Excel, Spreadsheet, Video analysis

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