(Basics on) Lean Production
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(Basics on) Lean Production
Articles on Toyota Production System and the so-called Lean Production (which are not the same?)
Curated by Ernesto Jorge
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You can’t buy happiness – or excellence

You can’t buy happiness – or excellence | (Basics on) Lean Production | Scoop.it
Ernesto Jorge's insight:

"Earnings are off – largely because the core business continues to go in the wrong direction" says Bill.

Lean is about improving existent processes; "throwing money at a problem is the quick fix, the easy solution" continues saying Bill.

If you don't understand your own business enough to improve it, buying other ones will not help.

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Good and Bad Ways to calculate the OEE! | AllAboutLean.com

Good and Bad Ways to calculate the OEE! | AllAboutLean.com | (Basics on) Lean Production | Scoop.it
Good and bad ways to calculate the OEE. The bad way is the OEE = A x P x Q formula. I loathe this formula! This is the most impractical way to calculate an OEE.
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The Problems of Cost Accounting with Lean

The Problems of Cost Accounting with Lean | (Basics on) Lean Production | Scoop.it

Accounting is one of the cornerstones of the modern economy. Cost accounting in particular helps in decision making with the goal to maximize profit. Many decisions are based on these numbers. Unfortunately, cost accounting usually does a really poor job of capturing the essence of manufacturing... http://www.allaboutlean.com/accounting-and-lean/


Via Chris Roser
Ernesto Jorge's insight:

Accounting comes from merchants. Manufacturing comes from craftsmen. So, accounting overlooks many aspects that make a work better, and only focuses in labor cost.

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5S without 5Y Is Just Housekeeping | Lean / Six-Sigma content from IndustryWeek

5S without 5Y Is Just Housekeeping | Lean / Six-Sigma content from IndustryWeek | (Basics on) Lean Production | Scoop.it
A good 5S program displays a facility’s culture and mindset and allows problem prevention.
Ernesto Jorge's insight:

One paragraph from this article of Robert H. Simonis is worth for all the concept:

There should be a very strong connection between 5S and 5 Why.  The 5S program (called 5S for the five parts of the system:  Sort, Set in order, Shine, Standardize, and Sustain) is often mistaken as housekeeping.  A good 5S program produces good housekeeping, but it is just an outcome, not the goal.  Five S should be a problem prevention program and a way to identify and fix problems when they are still very small, thus preventing big problems.  As the saying goes:  “Take care of the small things, and the big things will take care of themselves.”

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Right Church – Wrong Pew | Manufacturing Leadership

Right Church – Wrong Pew | Manufacturing Leadership | (Basics on) Lean Production | Scoop.it
Where they miss the boat, however, is when the Pope argues, “Once again, I make a heartfelt appeal, that a logic of profit does not prevail, but one of solidarity and justice.” There he falls right back into the old capital versus labor trap. It is either profit or human dignity – a zero sum game – can’t have both so it would seem.
Ernesto Jorge's insight:

I respect a lot Bill Waddell's thinking. I respect more the Pope's thinking, since I am Catholic and I belong to the Church he leads.
Bill says the Pope is erring when he makes an appeal, “that a logic of profit does not prevail, but one of solidarity and justice”, because the Pope is falling "back into the old capital versus labor trap. It is either profit or human dignity – a zero sum game - (...)"
Then he says that "the beauty and the power" of Toyota Production System is to overcome that tradeoff. I agree with that. Great statement from an extraordinaire TPS preacher.
But, what Bill is missing here, is what can be called "human nature". Not all the people in corporative management is so inclined to do Lean, instead "business as usual". For those ones is that the Pope, and the Church he belongs, is making that appeal.
Perhaps Church is lacking information about Lean and its virtues. Bill, or any other Lean expert, should contact and inform it. Who knows, that could be integrated in the Social Doctrine.

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Cost Reduction, Waste, and Purpose

Cost Reduction, Waste, and Purpose | (Basics on) Lean Production | Scoop.it
"Eliminating waste makes it easier to see and find problems, which is the first step to solving them," writes Katrina Appell.
Ernesto Jorge's insight:

Katrina A. says -in few words- that the purpose of eliminating waste (lean production) is cost reduction. She cites Ohno: "Improving efficiency makes sense only when it is tied to cost reduction. To achieve this, we have to start producing only the things we need using minimum manpower."

The latter should be handled with care. "Minimum manpower" shouldn't mean "layoffs"; that would attempt against the whole improvement endeavour.

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Lean or Not-Lean | Manufacturing Leadership

Ernesto Jorge's insight:

Just another brief, self-explaining, brightful article by Bill W.

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Hanging Up My Cape

Hanging Up My Cape | (Basics on) Lean Production | Scoop.it
Ernesto Jorge's insight:

What to do instead being a "multi-tasking hero"? Josh Howell says there is a better way, based on PDCA.

But he isn't calling that better way by its name.

I think that is "Standardized Work".

Every and each operation on a value stream should have it.

Thus, our work is to do the work and to standardize it.

And having done that, we could -and should- further improve.

Our working day should be filled up of "Standardized Work", regardless the frequency of the jobs. Only the unexpected tasks can be non-standardized, and only for a while, until they happen again and are not unexpected anymore.

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Productivity Problem Solved

Productivity Problem Solved | (Basics on) Lean Production | Scoop.it
Ernesto Jorge's insight:

Another straight-to-the-point post by Bill Waddell, on the issue of workforce headcount.

My resume is:

A fair amount of people work in non-productive, non-value adding jobs. Look at the whole value stream so those jobs can be made either value adding or at least "not so non-productive", but never redundant.

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Playing to Win, or Playing to Tie

Playing to Win, or Playing to Tie | (Basics on) Lean Production | Scoop.it
In one corner we have the Germans with their love of Technik.  At the big show in Hanover robots and advanced automation were center stage – “machines take over factories,” the headlines proclaim; and the experts say, “where the technology has been...
Ernesto Jorge's insight:

Pretty clear: full automation equals no improvement.

Full automation freezes the productive process at one stage. Further gains can only be made if human beings are involved.

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What’s the problem?

What’s the problem? | (Basics on) Lean Production | Scoop.it
“A wrong solution to the right problem is generally better than the right solution to the wrong problem. [One] usually gets feedback that enables one to correct wrong solutions, but not wrong problems.
Ernesto Jorge's insight:

Another simple, schematic, straight-to-the-point approach by Bill. In this case, to the subject of defining the problem, first step in DMAIC and any other problem-solving discipline.

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Capitalism Redefined

Capitalism Redefined | (Basics on) Lean Production | Scoop.it
For everyone but the top 1 percent of earners, the American economy is broken. Since the 1980s, there has been a widening disconnect between the lives lived by ordinary Americans and the statistics that say our prosperity is growing.
Ernesto Jorge's insight:

"Capitalism: An Evolutionary, Problem-Solving System". Interesting point of view. Deserves a careful reading.

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Blogging for Lean disambiguation & true kaizen | Gemba Panta Rei

Blogging for Lean disambiguation & true kaizen | Gemba Panta Rei | (Basics on) Lean Production | Scoop.it
Ernesto Jorge's insight:

Jon Miller's vision on engaging people. Cf. Bill Waddell's

 Engagement Leads to Results (http://www.idatix.com/manufacturing-leadership/engagement-leads-to-results/)

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Toyota’s One Best Way

Toyota’s One Best Way | (Basics on) Lean Production | Scoop.it
Think deeply about this: What activity did Toyota employees engage in to eventually get to what became known as the Toyota Production System and The Toyota Way
Ernesto Jorge's insight:
Bob Emiliani gives here a great picture of TPS and kaizen as core to process improvement, and how Lean can be considered as a more external layer.
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The Great Lean Mystery

The Great Lean Mystery | (Basics on) Lean Production | Scoop.it
There is a great mystery surrounding the emergence and subsequent promotion of "lean production," the generic name given to Toyota's production system,
Ernesto Jorge's insight:
Bob Emiliani poking Lean "popes" (Womack & Jones) to have them recognize that "Respect for People" principle has been ignored. I think "Lean" diverted from TPS because it has seen mostly as a cost reduction tool (although their promoters deny that). I love these kind of articles from TPS purists, and Bob Emiliani is one of them.
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Early TPS Training

Early TPS Training | (Basics on) Lean Production | Scoop.it
In 1988, at the dawn of the "Lean" era (LE), The Kaizen Institute of America held a very important seminar on the Toyota Production System and kaizen at The Hartford Graduate Center (now Rensselaer...
Ernesto Jorge's insight:

Now, these was the real Basics of Lean, for the first time in America! Grateful that @BobEmiliani had shared it. 

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A weak culture is a culture of laziness | Manufacturing Leadership

Ernesto Jorge's insight:

Lean is hard work, among other things. But hard work is not always lean, due to the waste inherent to the process.

So lean is smart, hard work. It is different of dumb, hard work, and the farthest opposite of plain laziness.

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Michael Ballé's Gemba Coach Column

Michael Ballé's Gemba Coach Column | (Basics on) Lean Production | Scoop.it
Ernesto Jorge's insight:

How can I train technical experts who know more about the work than I do?
Excellent question, that Michael Ballé answers convincingly from a lean view point: "The trick is to focus on kaizen."

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Don’t start anything you aren’t prepared to finish | Manufacturing Leadership

Don’t start anything you aren’t prepared to finish | Manufacturing Leadership | (Basics on) Lean Production | Scoop.it
Ernesto Jorge's insight:

Bill says here: "generally speaking the best people a company has tend to be (...) blessed with the sort of personality that enables them to influence others to think and operate at a higher level. The rest of the organization, not so much. (...) They are satisfied with the status quo, not interested in change, (...). They simply want a paycheck and don’t see much reason to do things any differently than they have always done them in order to get that check."

Developing people is as important as improving the production system, for companies that embrace lean initiatives. It is not possible to have improvement without the right people.

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And they think inventory is an asset …

And they think inventory is an asset … | (Basics on) Lean Production | Scoop.it
Ernesto Jorge's insight:

I'm scooping this article only for this valuable -or invaluable- paragraph:

"There was inherent and irrefutable logic in the mantra spouted by the folks at Motorola in the early days of Six Sigma (a mantra that has been all but forgotten by the modern day black belt approach to Six Sigma).  That mantra was, ‘The best quality producer is the shortest cycle time producer; and the shortest cycle time producer is always the best cost producer’."

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Mura, Muri, Muda?

Ernesto Jorge's insight:

Jim Womack revises his early perception of what is the origin of waste (muda). And after twenty years of experience, he proposes that unnevenness (mura) is often "the root of evil", provoking overburden (muri) and finally waste: "The inevitable result [of a wave of purchase orders] is that mura creates muri that undercuts previous efforts to eliminate muda."

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Self-preservation of wasteful work

Self-preservation of wasteful work | (Basics on) Lean Production | Scoop.it
Ernesto Jorge's insight:

Another excellent piece of Bill Waddell on how many non-value adding activities there are in our society, and how they fight for their survival...

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What is the true value of a work cell?

What is the true value of a work cell? | (Basics on) Lean Production | Scoop.it
"Twenty years later, have workplaces moved to multi-process cells or do you still find many isolated operators?" The answer to this question is not either-or, but a "Yes" to both. Progressive workp...
Ernesto Jorge's insight:

"One of the greatest benefits of u-cell, continuous flow or sprint work is a sense of completion" says Jon. “Chunking" feels better than "sprinkling”. Important fact to be taken into account when it comes to implement work-cells.

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Faith as Second Nature

Faith as Second Nature | (Basics on) Lean Production | Scoop.it
Ernesto Jorge's insight:

"This willingness to commit to a course of action because you know it is the right course, and to start out even though you don’t have all of the answers is an essential part of Toyota’s kata – their second nature." -Bill Waddell

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Art Smalley: Toyota's True North Concept

Art Smalley: Toyota's True North Concept | (Basics on) Lean Production | Scoop.it
There are several points raised in this month's question about the concept of True North in Lean Thinking. First what is its role, second how can we define the concept, third in what way does it co...
Ernesto Jorge's insight:

"The particular phrase True North in English started to be used fairly often in presentations made by the Toyota Supplier Support Center (TSSC) in North America in the past decade."

Just when I thought that the "purists" of TPS would prefer the "True North approach", as presented in Robert Hall's article "Lean and the Toyota Production System" (http://www.ame.org/sites/default/files/target_articles/04-20-3-Lean_and_TPS.pdf), Art Smalley came along.

This man is kind of a "myth demolisher" in TPS, due to his experience in Toyota in Japan, his knowledge of the system and its origin.

 

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