Lean manufacturing

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

Jun 4 2013

Enterprise Ireland and Lean | Irish Times

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“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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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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May 29 2013

Using videos to improve operations | Part 2 – Management Preparation

Whether on the shop floor or elsewhere, starring in a video makes people nervous, particularly when they don’t know how it will be used and when it is done by strangers. On the shop floor, particularly when unions are present, operators fear that the videos recordings will simply be used against them and to  justify layoffs. Unless these fears are put to rest before the shoot, it will be tense and, if it happens at all, the quality of the data will be affected.

Following are key steps to follow:

    1. Have a clear objective. Videos can be used for many purposes:
      • Setup time reduction. This is the most common current use in Lean implementation.
      • Work Sampling. A time-lapse video of a work area can be used as a series of snapshots on which to count the people and machines by category of activity, providing rough estimates of proportions of time spent walking, waiting, carrying parts, processing work pieces, etc.
      • Analysis of team coordination. You record from a distance the movements and state changes of multiple people and machines. You don’t see the details of what each one does, but you identify situations where they:
        • Walk long distances, empty-handed or carrying heavy parts,
        • Cause others to wait,
        • Deadlock each other,
        • Fix the work done by others,
        • …
      • Details of work done at an individual station. You focus on the hands of one operator through a sequence of steps at a work station, with the goal improving both individual steps and their sequencing.
      • …

      This is necessary not only to plan the shoot so that the video supports the objective, but also to identify the people who will be recorded and the ways in which the analysis may affect them.

    2. Secure the consent of the participants. The people recorded in the video are not the object of a project but participants in it. It should only be done if they and their management agree. This entails the following:
      • Review the project with the direct supervisor of the area first, and proceed only if he or she supports it. The supervisor needs to agree to let operators participate in video analysis sessions, during work hours if they can be temporarily replaced in production, and in overtime otherwise.
      • If the plant is unionized, review the project with the union leadership. Unless prevented from doing so be constraints external to the plant, unions support the project once they are reassured that:
        • The purpose is not to make people work harder.
        • It is no threat to job security.
        • It usually improves safety.
      • Review the project with the operators, in the presence of their supervisor and a union representative if applicable.
      • There must be a clear policy on the handling and dissemination of videos after the analysis. The principle to follow is that what happens on the shop floor stays on the shop floor. The videos are not to be shared with any outsider to the project. VHS cassettes were easy to safeguard; MPEG files on hard disks are a different challenge. They need to be organized in a video database with proper indexing and safeguards, which is a whole other subject.

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May 24 2013

Using videos to improve operations | Part 1 – Overview and Motivation

This is the first in a series of posts about  the use of video technology to improve operations. This technology is now so pervasive that it is nearly impossible to buy a phone that does not include a camera capable or recording footage that is good enough for broadcast news. Journalists use amateur videos to show storm damage or expose human brutality. We use it to identify improvement opportunities in operations.

For long-time followers of this blog, this is closely based on comments I posted 18 months ago about a news article on the application of a sports video analysis package to manufacturing. The forthcoming installments, on the other hand, are completely new. 

Contents:

Frank and Lillian Gilbreth did it 100 years ago

Motion pictures have a long history in manufacturing. In 1895, the first film ever publicly projected onto a screen showed women leaving the Lumière Brothers factory in Lyon. In 1904, the American Mutoscope and Biograph Company shot several scenes in Westinghouse factories. In 1913, Frank and Lillian Gilbreth were probably the first to use this new technology to analyze operations, and a compilation of their films is available on line, which shows that, from the very beginning, the camera was much more than a substitute for the stopwatches used by Taylor. As is obvious from watching the Gilbreth films, where Taylor measured in order to control, the Gilbreths observed in order to improve. Taylor’s greater fame or notoriety, however, obscured this fundamental difference in the public mind, and made workers as wary of cameras as of stopwatches.

According to psychologist Arlie Belliveau:

“The Gilbreths used workers’ interest in film to their advantage, and encouraged employees to participate in the production and study of work through film. Participants could learn to use the equipment, star in a film, and evaluate any resulting changes to work practices by viewing the projected films in the labs or at foremen’s meetings. Time measurements were made public, and decisions regarding best methods were negotiated. By engaging the workers as participants, the Gilbreths overcame some of the doubt that followed Taylor’s time studies.”

In other words, these pioneers already understood that, unlike the stopwatch, this technology enabled the operators to participate in the analysis and improvement of their own operations.

Until recently, however, the process of recording motion was too cumbersome and expensive, and required too much skill, to be massively practiced either in manufacturing or in other types of business operations. In addition, most managements failed to use it in as enlightened a way as the Gilbreths, and manufacturing workers had a frequently well-founded fear that recordings would be used against them. As a consequence, they were less than enthusiastic in their support of such efforts.

Use in Setup Time Reduction

Setup time reduction is probably the first type of project in which it was systematically used, first because the high stakes justified the cost, even in the 1950s and second because its objective was clearly to make drastic changes in activities that were not production and not to nibble a few seconds out of a repetitive task by pressuring a worker to move faster.

The Vanishing Cost of Shooting Videos

Technically, the cost of shooting videos has not been an issue since the advent of the VCR in the 1980s. Analyzing a video by moving forward and backwards on a cassette tape, while it appears cumbersome today, was far easier than dealing with film. The collection of data on electronic spreadsheets also eliminated the need to use counterintuitive time units like “decimal minutes.” Adding columns of times in hours, minutes and seconds was impractical manually but not a problem for the electronic spreadsheet.

With videos now recorded on and played back from flash memory, and free media-players as software, not only is moving back and forth in a video recording is easier, but the software maps video frames to the time elapsed since the beginning. We could manually transfer timestamps read from the bottom of the video player software window into electronic spreadsheets and have the spreadsheet software automatically calculate task times as the differences between consecutive timestamps.

Analyzing Data in Video Form

While this approach has been a common practice for the past 15 years, video annotation software is available today, which helps break down the video into segments for steps, label them, categorize them, and analyze them.

You can also use it to structure the data and generate a variety of analytics to drive improvements or document the improved process through, for example, work instructions. Over the previous approach, video annotation has the following advantages:It automates the collection of timestamps. Reading times on the video screen and typing hem into an Excel spreadsheet is tedious and error-prone. Plowing through the details of a 30-minute is tedious enough already.

  1. Within the annotation software, each video segment remains attached to the text, numeric or categorical data you attach to it. One click on the data brings up the matching video segment.
  2. Using parallel tracks, you can simultaneously record what several people and machines do. Of course, you can do that without annotation software too, but it is more difficult.
  3. You can still export the data you collect and analyze it in Excel, but you can also take advantage of the software’s built-in analytics.

“Video time studies” is too restrictive a name for what we do with videos. It implies that they are just a replacement for a stopwatch in setting time standards. But what we really do with videos is analyze processes for the purpose of improving them, and this involves more than just capturing times. The primary pupose of the measurements is to quantify the improvement potential to justify changes, and to validate that they have actually occurred.

Remaining Challenges

Putting this technology to use is not without challenges. Video files are larger than just about any other type we may use, be they rich text, databases, or photographs. And they come in a variety of formats and compression methods that make the old VHS versus Betamax dilemma of the VCR age look simple. More standardization would help, and will eventually come but, in the meantime, we have to learn more than we want to know about these issues. Functionally, the next technical challenge is the organization of libraries or databases for storage and retrieval of data captured in the form of videos. The human issues of video recording and analysis of business operations, on the other hand, remain as thorny as ever.

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May 22 2013

Turning Success into Mediocrity | Bill Waddell

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“… the lack of interest [in Lean] comes through loud and clear when you read the none-too-subtle message in this interview with Melissa Cook from Microsoft, ironically titled with a quote from her, Microsoft Director: ‘Manufacturing Is A Hotbed Of Innovation’.  She is all  about creativity, speed and innovation so long as it happens within the ERP framework.  Her examples of manufacturing’s creative culture is simply the evolution of MRP:  ‘going through MRP, MRPII and ERP. Manufacturing is a hotbed of innovation’…”

Michel Baudin‘s insight:

For decades, Microsoft has made money from selling buggy and functionally mediocre software to customers who couldn’t tell they had alternatives. And once Microsoft dominated a market, their products were a standard and mandatory if you wanted to exchange data with anyone you did business with.

With this background, I don’t find it surprising that the Microsoft people should consider ERP a success story. In manufacturing, a first generation of ignorant managers was sold the MRP bill of goods. It didn’t produce the expected benefits, but then, a new generation came on board that was the perfect mark for Closed-loop MRP, and the pattern repeated itself on a larger scale with each generation all the way to ERP.

It is a marvel of marketing that the failure of each generation of this type of software has not hurt the marketability of the next. And I think the key reason is that new managers are born, if not every minute, at least at the end of every academic year.

See on www.idatix.com

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