Lean manufacturing

The pursuit of concurrent improvement in all dimensions of manufacturing performance through projects involving both the production floor and support services.

Sep 25 2013

The Term “Lean Production” is 25 Years Old – Some Thoughts on the Original John Krafcik Article | Mark Graban

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Krafcik article front page“The term “lean production” arguably was first used in a MIT Sloan Management Review article by John Krafcik that was published 25 years ago this fall (Fall 1988), titled “Triumph of the Lean Production System.” In the 1980s, Krafcik, who worked with The Lean Enterprise Institute’s Jim Womack in the MIT International Motor Vehicle Program is now president and CEO of Hyundai North America.”

Michel Baudin‘s insight:

Mark Graban’s throughts on the article that first used the term “Lean.”

See on www.leanblog.org

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Sep 1 2013

‘Lean’ Manufacturing Takes Root in U.S. | Fox News

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It’s called “lean” manufacturing, and analysts say it enables managers to reduce redundancy, increase output and save capital that can be used to hire more workers.

 

 

 

Michel Baudin‘s insight:

This article in from April 29, 2011, but I just found it today. The facts are approximate, as you would expect from Fox News, but the video includes a good segment on a raku-raku seat in action and an interview of Jeffrey Liker.

Toyota dealership carsThe article presents the Toyota Production System are being strictly make-to-order, which makes you wonder where the new Toyotas for sale at your local dealership come from.

Toyota’s system is also presented as centered on collocating designers, suppliers, sales and marketing by project, which says nothing about production… Incidentally, no one who has actually researched Toyota’s approach to product development describes it as collocating everybody.

Even the Liker quote about Toyota’s not having laid off anybody during the financial crisis, while formally accurate, does not take into account what happened with temporary workers. These workers do not have the tenured status of permanent employees, but some work for the company continuously for years.

See on www.foxnews.com

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Aug 7 2013

GE Appliance Plant Survival Credited to Lean | Chattanooga Times Free Press

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“Appliance maker Roper Corp. to expand in LaFayette, Ga. […] Scott Ossewaarde, president of Roper, credited the plant’s location and lean manufacturing methods with its survival through the worst economic downturn since the Great Depression.”

See on timesfreepress.com

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Aug 6 2013

Lantech, early adopter of Lean, still going strong | Manufacturing Business Technology

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“To drive its production efficiency and quality, Lantech looks to Lean as a way to not just solve its own production problems but also those of its customers. “Lean is really a business philosophy,” says Lancaster, “it’s an important leg of the stool that’s kept us successful for so long.”

What sets Lantech apart from the competition is the fact that its employees are spending 30 to 40 percent of their creative energy problems solving, says Lancaster, and the rest of their energy is spent on making Lantech’s products better — safer, higher quality, lower cost, quicker. “They go home feeling like they really made a difference, rather than go home frustrated that they had to use all their energy to solve the same problem today that they did last week.”

See on www.mbtmag.com

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Jul 14 2013

Lean Manufacturing @ Atlas Copco

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The new GA VSD+ compressor from Atlas Copco is manufactured on a lean production line. www.atlascopco.com/GAVSDplus

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Jul 3 2013

The Porsche Lean Story | Competitive Advantage via Quantitative Methods

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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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