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Jun 4 2013

Enterprise Ireland and Lean | Irish Times

See on Scoop.it – lean manufacturing

“The Japanese are renowned worldwide for their car production where the concept of the management philosophy Lean derives from. It all began at Toyota when the car manufacturers discovered a new, more efficient method of producing cars valued by customers all over the world. The principles learned at Toyota became known as Lean which is claimed can be applied to almost any business. The core principle is creating value by reducing waste and unnecessary risk.”

Michel Baudin‘s insight:

While informing us that the Irish government has an agency promoting Lean, this article reflects common misconceptions.

No, it’s not a “Japanese management philosophy.” it is an approach developed by individuals who happened to be Japanese, which is not the same. Most Japanese today do not know or practice it, and quite a few non-Japanese do.

And this emphasis on “creating value” is an American talking point, not the Toyota Production System.

According to the article “Toyota benchmark themselves constantly,” which is news to me. While it is clear that Toyota is on the lookout for new ideas, I had not heard of Toyota doing benchmarking surveys of competitors. My understanding is that Toyota’s management considers such surveys to be a waste of time.

The article equates Lean with Continuous Improvement, giving the impression that it’s all there is to it.

And finally, the article repeats the Business Week claim that the Shingo Prize is “the Nobel Prize for operational excellence.”

See on www.irishtimes.com

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By Michel Baudin • Press clippings • 0 • Tags: Japan, Lean manufacturing, Shingo prize, Supply chain, Toyota, Toyota Poland, Toyota Production System

Jun 2 2013

Article on “Lean warehouse” off the mark

See on Scoop.it – lean manufacturing
“Lean is not just for manufacturing […]; its techniques and tools can be adapted to almost any type of operation. In warehouses and DCs, it can improve efficiency, inventory, safety, and costs, say experts in the discipline. And because Lean changes the way people think about processes and communication, it can be especially effective in helping facilities use warehouse labor more efficiently and cost-effectively. It’s a complex subject that requires formal training to master, but the following will provide a general idea of how lean principles can have a huge impact on warehouse labor.”

 

Michel Baudin‘s insight:

This article is all about the efficiency of warehouse operations and the way “Lean” can reduce warehouse labor. It says almost nothing about the effectiveness of warehouse operations. From this article’s perspective, driving an empty forklift is a waste to be eliminated, but there is not a word about using other means than forklifts to move goods, in perhaps less than pallet quantities, such as carts or small trains. There is not a word either about locating frequently used items in the locations that are easiest to reach, or collocating items that are frequently used together…

At least in manufacturing operations, the number of people used in warehouse operations is a tiny fraction of the number used in production, and increasing their productivity is not the issue. A Lean implementation may instead increase their numbers to improve service and achieve much larger productivity gains in production.

The pursuit of fully loaded forklifts and trucks may increase the efficiency of storage, retrieval, and transportation operations, but also delay e deliveries and hurt the performance of the business as a whole. This is not just my own observations. It has been described as a systematic phenomenon by researchers like Hau Lee.

See on www.dcvelocity.com

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By Michel Baudin • Press clippings • 0 • Tags: Lean Logistics, Warehouse Management

Jun 1 2013

Car Making in Australia: Welcome to the Lean times | Troy Taylor | Manufacturers’ Monthly

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Welcome to the Lean times
Manufacturers’ Monthly
So why is Toyota’s management style (A.K.A. Lean management) so different from the others? Firstly Toyota’s system is built on 2 pillars that everyone must promote and follow,.

Michel Baudin‘s insight:

Troy Taylor recounts his experience of working at Toyota in the UK and how it survived and thrived while competitors closed plamts. He sees it as showing the way to Australian car makers.

See on www.manmonthly.com.au

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By Michel Baudin • Press clippings • 1 • Tags: Australia, Automotive industry, Lean manufacturing, Manufacturing, Toyota, Troy Taylor

May 31 2013

Using videos to improve operations | Part 3 – Shooting shop floor videos

Following are a few recommendations on the art of taking shop floor videos:

  1. Special requirements on shop floor videos. We have already seen that the requirements for shop floor videos differ from those of other uses of this technology. If you shoot a family or sports event, you will naturally want the highest resolution you can get, which would be counterproductive here. Likewise, shooting a video for the purpose of data collection is different from doing it for art or entertainment.For example, the Youtube video of a NASCAR pit stop looks somewhat like a shop floor video but isn’t one. It is entertaining and dramatically shot, but not usable for analysis. In fact, a shop floor video that captures everything that is needed for analysis is likely to bore anyone who is not directly involved with the target process.

    This needs to be considered when deciding who will be holding the camera. You will naturally prefer someone who is already handy with it, and that is likely to be from experience capturing family occasions, sports, or from making movies as an amateur. The ability to keep a camera steady and pay attention to lighting, composition and focus is valuable, but the camera operator will have to be coached on the specific objectives of shop floor videos.

  2. Applications to setup time reduction or to the improvement of a work station. the camera needs to be looking down at the operator’s hands. In short operations, it can be done by holding the camera with a raised arm, and using the swiveling LCD screen for control. This gets tiring quickly and requires standing in such close proximity to the operator as to possibly interfere with his or her movements.
    Many plants have mezzanines or catwalks that provide a view from above. Being observed from such a place, however, may be uncomfortable for the operators, as well as too far to zoom in on the hands and capture any voice comments. The middle ground is to shoot from the top of a stepladder located within zooming and hearing range of the operator station, just far enough to avoid any kind of interference

    Amin recording operation
    Shooting a video from a stepladder.

    This works, until the operator leaves the station to walk beyond the reach of the zoom, at which point getting down off the stepladder to follow the operator while recording causes a few seconds of the action to be lots. A better solution is to hand over the camera to another team member on the ground, or even to involve more than one camera. In any case, this needs to be planned. Image stability is not an issue on the stepladder, but it is when following an operator’s movement across the floor, and you do not want a video that will make participants sea-sick during review. While professional tracking shots require equipment that is not available in a factory, some amateurs have supplemented the camera’s own image stabilization by shooting from a wheelchair.

  3. Fixed position on a tripod for time-lapse videos. Setting the camera on a tripod in a fixed position is not appropriate for this kind of analysis, but is when taking time-lapse videos of a large area for purposes of work sampling.
  4. Recording the position and orientation of the camera. It is also necessary to record on a layout of the shop floor the position and orientation from which the video is shot. The point is to return to the same location to shoot another video to document the improvements once implemented.
  5. Number of repetitions. Traditional time studies involve taking measurements on the same operation 6 to 10 times, for the purpose of improving precision when setting standards of operator performance. But our purpose in recording operations is not to set standards but to change processes to make the work simultaneously easier, safer, less error-prone, and faster.
    All we need for this purpose is one representative execution, and the operator can tell us if there is anything special or abnormal about it. If possible, we just take it into account during the analysis; otherwise, we make another recording. To make sure we have one complete execution, we start recording a few seconds before the operation starts and stop a few seconds after it ends.
  6. Scale. The presence of people in the videos gives us at least a rough sense of scale, but sometimes we would like more precision, for example to know how far an operator has to reach for a part, or how fast a cart is rolling. The following shots show the extreme measures the Gilbreths took for this purpose, with a gridded background. The picture also shows a large and precise timer, which was necessary because they used imprecise hand-cranked cameras.
  7. No editing. We do not edit the shop floor video, except possibly to add a title and administrative data at the beginning, Otherwise, we use it in the analysis exactly as shot. It is raw data, and we want to keep it that way.

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By Michel Baudin • Technology • 1 • Tags: Photography, Plant video, Shop floor, SMED, Video, Video analysis, Work Sampling

May 30 2013

Ohno Disciple Led Earthquake Recovery in Semiconductor Plant| The Truth About Cars

See on Scoop.it – lean manufacturing

“After the March 11 monster earthquake and tsunami wiped out large parts of Japan, headlines focused on the near-meltdown of Fukushima. Recently, I learned that there was a strong likelihood of a worldwide economic meltdown, caused by a microchip factory 80 miles south of Fukushima. Here is the story of how the crisis was contained.

‘I was already retired when the earthquake came,’ remembers  a Toyota official who requested that his name is not published.  He is a seasoned production expert, one of the few alive who received personal training from Taiichi Ohno, the father of the Toyota production system. ‘I thought, let others handle the problem, but I was wrong.’ He was recalled and asked to spearhead the Toyota part of the reconstruction effort.”

Michel Baudin‘s insight:

While critics have often claimed that low inventories made Lean supply chains vulnerable to natural disasters, Toyota’s record in actual events says otherwise, in cases including, in the US,  the Mississippi flood of 1993 and, in Japan, the Aisin Seiki fire of 1997 and now the Fukushima earhquake of 2011.

As it turns out, the combination of vigilance in logistics and relationships that make it possible to enlist the supply chain in rapid recovery works better than inventory. In the case of the Fukushima earthquake, more inventory would simply have meant more losses.

See on www.thetruthaboutcars.com

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By Michel Baudin • Press clippings • 0 • Tags: Disaster recovery, Fukushima earthquake, Lean supply chain, Toyota, TPS

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