Oct 18 2013
Aug 13 2013
See on Scoop.it – lean manufacturing
“A writer by the name of Lindsay Levkoff Lynn asserts that a charity should not be measured on the basis of the percentage of its money that goes to the cause for which it exists. “We cannot measure efficacy of spend by looking purely at the ratio of overheads to programme costs,” she says. I was curious as to how someone could not just be wrong, but absolutely, totally, dead wrong about such a subject …. and then I learned that she is a former Bain consultant with a Harvard MBA and it made more sense. Fundamental lean principles are simply not part of her intellectual make-up.
In fact, the percentage of their money that goes to creating value for customers is the overarching measure of not just charities, but every organization.”
While I agree with Bill on measuring a charity by the percentage of its money that goes to the cause for which it exists, I don’t follow him in when he chides Levkoff Lynn for saying that P&G is not purely a manufacturing business but also a marketing giant.
While I am not familiar with P&G, I have consulted in the past for a competitor of theirs in detergents and personal products, and was told that, in this business, if you stop promoting a brand, it dies in six months. I don’t know whether this hypothesis has ever been tested, but the managers held it to be self-evident.
Even is you own a well-known brand in a mature market, you must keep advertising it, offering special discounts, and including toys in boxes. It is a massive direct expense, and it affects the manufacturing process, because the promotional materials are actually more difficult to procure and have longer lead times than the raw materials used to make the product.
See on www.idatix.com
Jun 28 2013
“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.”
A report on Lean implementation at a construction company in Christchurch, New Zealand, with government help.
See on www.voxy.co.nz
Jun 1 2013
Welcome to the Lean times
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,.
See on www.manmonthly.com.au
May 29 2013
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:
- 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.
- 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.