TOKYO — Toyota Motor Corp. has been hammered by the strong yen, putting extra pressure on the automaker to stay lean and come up with new innovations to ride out the challenge, a senior executive said Thursday.
Note the statement that "...a line was extended in just 78 minutes by moving chunks of it and putting it together differently as though they were Lego parts..."
In case you had any doubts, Lean management and Value Stream Mapping (VSM) are the same thing, at least according to Mahmud Ahmad Fadzil, the consultant quoted in the article. Never mind that VSM is not viewed as an important tool at Toyota, that there are other tools around, or that Lean is not all about tools...
Turnaround is accelerating at Chrysler plants in Kokomo, IndianaIndianapolis StarDuring a rare media tour of three of Chrysler's four Kokomo plants Thursday, Harlow and much of the plant leadership talked mainly about the difference that the World...
More about TPS in health care in Canada, this time about SMED applied to operating room turnarounds. This is not the first time manufacturing techniques cross over to surgery: 100 years ago, through motion studies in operating rooms, industrial engineers Frank and Lillian Gilbreth developed the method by which nurses make tools immediately available to surgeons.
"Surgeons are using Toyota management techniques to cut time between surgeries and halve overtime hours..."
This is what jidoka/autonomation is about! Contrary to what you read in the reductionist literature, jidoka is not just about stopping machines when they start to malfunction. It is instead a complete and intelligent approach to automation.
Author encourages kaizen methods to improve healthcareSan Antonio ExpressThe book, published Wednesday, highlights lean management practices, which focus on methods of daily continuous improvement, or “kaizen,” for healthcare ...and more »...
How many failed implementations will it take before consultants stop advising clients to start Lean implementation with 5S?
Telling people to start by tidying up their rooms works as well with manufacturing organizations as with teenagers. Try telling a machinist in a job-shop -- who has spent the last 15 years making himself indispensible on a milling machine -- that he should label hand-tool locations to make it easier for somebody else to do his job, and see how far you get.
5S is finishing work that you should undertake once you have changed the mode of operation. In cells, machinists in cells, who run multiple, different machines and rotate between positions need visible locations for tools, and will willingly maintain them.
Yet the following is what keeps getting posted on the web:
"With [...] lean becoming increasingly [...] popular [...], a methodology that is [...] intertwined with lean, yet capable of being a stand-alone culture in itself, is that of ‘5S’. Whether just the first step in a bigger plan to implement lean throughout a business, or simply a cheaper alternative and less daunting efficiency solution for SME manufacturers; 5S would seem to be an ideal starting point."
Kitchener manufacturing expert wins Queen's medalWaterloo RecordKITCHENER — David Hogg, a longtime local management consultant, has won a Queen's Diamond Jubilee Medal for his work in promoting lean manufacturing consortiums.
A series of training workshops addressed to "professionals [...] in public service, manufacturing, utilities, and project management" culminates in a final event themed "Stupidity, a major obstacle to lean."
"Amidst all the doom-and-gloom about the death of American manufacturing, the one, simple fact that’s usually forgotten is that we’re still the world’s No. 1 manufacturer. No joke, and not a typo: We produce one fifth of the world’s total manufacturing output.The difference between how Americans once made stuff and how that stuff is made today is that manufacturing in the U.S. has reached a stunning level of efficiency that can be hard to really comprehend. Unless, of course, you visit a factory like the one that makes Herman Miller’s Aeron chair. We recently did, and saw a process which has yielded a 500% increase in productivity and a 1,000% increase in quality since 1998,..."
A leading multi-brand, multi-channel distributor and retailer of mobile telecommunications devices, accessories and telecom services in the Middle East, Axiom Telecom was recognized for its commitment to customer service and implementation of several globally acclaimed corporate practices such as the Toyota Production System (TPS), 5s, Kaizen, A3 philosophy and customized all of these into its own approach which is the ' Axiom Improvement Management System (AIMS)' program.
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