Can Lean do a do-over? Nearly 30 years after the start of the Lean movement, there is widespread agreement that things have not gone according to plan.
Bob’s title for the article is just “What Went Wrong?” which I feel needs to be set in context.
I agree with him that the most popular “Lean tools” are peripheral at best. None of the ones he mentions — 5S, visual controls, value stream maps A3 reports, or gemba walks — would make my list of what should be taught and applied first in a Lean manufacturing implementation. I would, on the other hand, include SMED, cell design, assembly line design based on takt time, etc.
Fascinated with the art of making things, Michel is working to improve it. Trained in engineering and applied math, he got his feet wet in production in the early 1980s, and later apprenticed under master Japanese consultant Kei Abe for eight years, starting his own group in 1996.
He has been consulting since 1987, teaching courses and writing technical books. He intends to keep working with like-minded partners in the Takt Times Group and contributing improvements in the management and technology of manufacturing as a consultant, trainer, and writer.
Jan 22 2016
What Went Wrong? (With Lean) | Bob Emiliani
Sourced through Scoop.it from: www.bobemiliani.com
Michel Baudin‘s comments:
Bob’s title for the article is just “What Went Wrong?” which I feel needs to be set in context.
I agree with him that the most popular “Lean tools” are peripheral at best. None of the ones he mentions — 5S, visual controls, value stream maps A3 reports, or gemba walks — would make my list of what should be taught and applied first in a Lean manufacturing implementation. I would, on the other hand, include SMED, cell design, assembly line design based on takt time, etc.
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By Michel Baudin • Blog clippings • 3 • Tags: industrial engineering, Kaikaku, Kaizen, Kaizen Event, Kaizne Blitz, Lean, Manufacturing, Scientific Management, Tools of Lean, Toyota