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What Is Your Production Capacity?

What Is Your Production Capacity? | AllAboutLean.com | Scoop.it
Your production capacity is one important aspect of your production system. The capacity has to match your demand. If your demand is higher than your capacity, then you will not be able to supply the customer. On the other hand, if your capacity is higher than the demand, then you will have lots... http://www.allaboutlean.com/production-capacity/
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The Grand Tour of Japanese Automotive – Mazda

The Grand Tour of Japanese Automotive – Mazda | AllAboutLean.com | Scoop.it
https://www.allaboutlean.com/grand-tour-mazda/: Mazda is the seventeenth-largest car maker in the world with around 1.5 million cars produced in 2016. Most of them were produced in Japan. It is also the only car maker that mass-produced cars using a rotary engine. As part of my Grand Tour of Japanese Automotive Plants, I visited their main Hiroshima plant in January 2018 (one of three Mazda plants in Japan). Here's what I found:
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The Grand Tour of Japanese Automotive – Honda Kumamoto

The Grand Tour of Japanese Automotive – Honda Kumamoto | AllAboutLean.com | Scoop.it
https://www.allaboutlean.com/grand-tour-honda-kumamoto/: Honda is the largest motorcycle manufacturer in the world with around 17 million motorcycles sold in 2017 (compared to number 2 Yamaha with around 5.2 million, 2015 figures).  In January 2018 I had a chance to visit their Honda Kumamoto plant. This plant gave me a much better and very different impression than the Honda Sayama automotive plant.
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The Grand Tour of Japanese Automotive – Nissan

The Grand Tour of Japanese Automotive – Nissan | AllAboutLean.com | Scoop.it
https://www.allaboutlean.com/grand-tour-nissan/: Nissan by itself would be the sixth-largest car maker (5.5 million vehicles in 2016), although it is now a part of the Renault-Nissan-Mitsubishi alliance, which was the largest car maker in 2017. It is also the world's largest producer of electric vehicles. As part of my grand tour of Japanese automotive plants, I visited their Yokohama and Iwaki plants, which both make engines. In my view, the manufacturing performance of Nissan is comparable to that of Toyota, making it also one of the most efficient car makers worldwide. Let me show you what I found.
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Continued Evolution of the Toyota Assembly Line

Continued Evolution of the Toyota Assembly Line | AllAboutLean.com | Scoop.it
https://www.allaboutlean.com/toyota-assembly-evolution-2/: Toyota is one of the the most visionary car makers with respect to its manufacturing. They continuously and radically evolve and update their production system. Recently I learned about their new "flexible assembly line." Now, you've probably heard about Toyota's flexible assembly lines producing multiple products on the same line. That is old hat; they've done that for thirty years. Their new flexible assembly line involves a completely different aspect of flexibility, with which Toyota surprised me (again). Let me show you ...
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JM: Training within Industry – Job Methods

JM: Training within Industry – Job Methods | AllAboutLean.com | Scoop.it
http://www.allaboutlean.com/twi-job-methods/: Job Methods is the TWI module focusing on improving the workplace. The method is a basic four-step process focused on optimizing mechanical work. The underlying approach is good. The documents from 1945, however, put the improvement squarely on the shoulders of the supervisor. My belief is that the workers should be involved much earlier and that the decision of what to improve would also benefit from more attention. But the basic method is still sound. The TWI people also saw this problem, but their management told them that it is "good enough." Hence this module saw a lot of improvements after 1945. Yet, it was the smallest of the three main programs. Let me show you the TWI Job Methods in more details. This is the fourth in a series of five posts on TWI. 
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JI: Training within Industry – Job Instructions

JI: Training within Industry – Job Instructions | AllAboutLean.com | Scoop.it
http://www.allaboutlean.com/twi-job-instructions/: Arguably the most successful module of Training within Industry is Job Instructions, or JI for short. JI has a precise focus on one topic: how to train your workers. The method is very simple and basic but works well. Of course, there are some limitations. The process works well with pretty much any type of work, but it is best done one-on-one, as it was intended. It is not well suited for classroom teaching of larger groups; the trainer does need to invest time and attention to every individual student. But overall a very useful method. This is the second in a series of five posts on TWI.
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Heroes, Firefighting, and Corporate Culture

Heroes, Firefighting, and Corporate Culture | AllAboutLean.com | Scoop.it
http://www.allaboutlean.com/on-firefighting/: Heroes save the day. Heroes turn around the disaster and rescue the puppy from the burning building. Heroes are admired, and everybody wants to be one. Everybody wants a hero when they need one. But what about the people who prevent the need of a hero? What about the people that make sure the disaster never happens? What kind of people do you really need in your company?
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The Toyota Employee Evaluation System

The Toyota Employee Evaluation System | AllAboutLean.com | Scoop.it
http://www.allaboutlean.com/toyota-employee-evaluation/: Like most companies, Toyota conducts an annual evaluation of the performance of their employees. Recently I got a chance to look at these evaluation sheets and take notes. There are some surprising differences in the evaluation by Toyota in comparison to the evaluation by most other companies.
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Monozukuri – Japanese Work Ethics

Monozukuri – Japanese Work Ethics | AllAboutLean.com | Scoop.it
http://www.allaboutlean.com/monozukuri/: Perhaps you've heard of the Japanese word monozukuri (sometimes written as 物作り, but most often written as ものづくり). Literally translated, it means to make (zukuri) things (mono). Yet, there is so much meaning lost in translation. A better translation would be "manufacturing; craftsmanship; or making things by hand." However, this translation also does not give justice to the weight and influence this idea has in Japan. Let me take you on a tour of the Japanese culture of monozukuri.
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Twelve Ways to Create Space around Your Assembly – Part 2

Twelve Ways to Create Space around Your Assembly – Part 2 | AllAboutLean.com | Scoop.it
http://www.allaboutlean.com/assembly-space-2/: The spaces around your assembly locations are most precious. In my previous post I explained how to relocate or reduce the overall material quantity. In this post I focus on how to better use the area facing the worker. Ideally, all material should be within easy reach of the worker.
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Structured Approach to Material Supply for Assembly – Part 2

Structured Approach to Material Supply for Assembly – Part 2 | AllAboutLean.com | Scoop.it
http://www.allaboutlean.com/structure-assembly-2/: It is sometimes a challenge to provide material for assembly. In this second post I will continue with the different aspects and steps to consider when creating an assembly location. Enjoy!
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Karakuri Kaizen Examples

Karakuri Kaizen Examples | AllAboutLean.com | Scoop.it
http://www.allaboutlean.com/karakuri-examples/: After an introduction and description of the fundamentals of karakuri kaizen,  here are some different karakuri kaizen examples for a wide variety of uses. Most of them are from the 480 exhibits at the the Karakuri Kaizen Exhibition 2017 in Nagoya, Japan; others are from the 2017 OPEXCON in Stuttgart, Germany. Here is my attempt of a structured overview, even though some of the points below may be overlapping.
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Introduction to Karakuri Kaizen

Introduction to Karakuri Kaizen | AllAboutLean.com | Scoop.it
http://www.allaboutlean.com/karakuri-introduction/: Recently I visited the Karakuri Kaizen Exhibition 2017 in Nagoya. This was a very impressive exhibit, and I learned a lot about karakuri from the many different examples shown there by over one hundred exhibitors. Organized annually by the Japan Institute of Plant Maintenance, it is to my knowledge the biggest showcase of karakuri in the world. This was an exciting visit that I will process in a whole series of blog posts on karakuri. Karakuri is the use of mechanic gadgetry rather than electric, pneumatic, or hydraulic devices. Definitely no computers! Within lean, it stands for mechanical gadgets that improve your system. Time to look closer at what I learned from this karakuri exhibition.
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The Grand Tour of Japanese Automotive – Mitsubishi

The Grand Tour of Japanese Automotive – Mitsubishi | AllAboutLean.com | Scoop.it
https://www.allaboutlean.com/grand-tour-mitsubishi/: Mitsubishi Motors is the oldest of the major car companies in Japan, established 1917. It is also one of the smaller ones in Japan, with only slightly more than 1 million vehicles produced in 2016. In January 2018, I had the chance to visit their Okazaki plant near Nagoya. I also visited the Mitsubishi Fuso plant in Kawasaki and one of its suppliers, although that is technically another company. Let me give you the gist of the Mitsubishi Motors Plant Okazaki.
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The Grand Tour of Japanese Automotive – Honda Sayama

The Grand Tour of Japanese Automotive – Honda Sayama | AllAboutLean.com | Scoop.it
https://www.allaboutlean.com/grand-tour-honda-sayama/: Honda is the seventh-largest car maker in the world (in 2016). It is the largest maker of motor bikes and internal combustion engines overall. During my Grand Tour of Japanese Automotive, I was able to visit two of their plants: Sayama, where they produce cars, and Kumamoto, where they produce motor bikes and generators. These two plants are very different from each other. Let me give you what I found.
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The Grand Tour of Japanese Automotive – Overview and Toyota

The Grand Tour of Japanese Automotive – Overview and Toyota | AllAboutLean.com | Scoop.it
https://www.allaboutlean.com/grand-tour-overview-and-toyota/: During Winter 2017–2018, I spent five months in Japan. As part of this visit, I was able to visit factories of all seven Japanese car makers as part of my Grand Tour of Japanese Automotive Plants. This was extremely insightful, and I learned a lot about the differences between the Japanese car makers.  Let me give you an overview and some details on Toyota plants before firing off a series of blog posts on the different Japanese automotive companies.
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More on TWI Programs

More on TWI Programs | AllAboutLean.com | Scoop.it
http://www.allaboutlean.com/more-on-twi/: The TWI Program during World War II was very successful. Besides the Job Instructions, Job Methods, and Job Relations, a few other modules were developed, some of them internally. After the war, different institutions took over what the US government abandoned in December 1945. These follow-up institutions were the TWI Foundation and the TWI Inc. in the US; but it was also continued by the British TWI Service and the New Zealand TWI Service, and it was especially successful in Japan. Altogether, TWI was used in around seventy countries in 1960, although with quite different intensity and much less than when the US government used it through the war.  This is the last in a series of five posts on TWI. 
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JR: Training within Industry – Job Relations

JR: Training within Industry – Job Relations | AllAboutLean.com | Scoop.it
http://www.allaboutlean.com/twi-job-relations/: Job Relations (JR) is one of the modules of the original Training within Industry (TWI) program. It was actually developed at Harvard using case studies, and for its time was groundbreaking in its idea that leadership can be learned! Like most TWI modules, it is sensible and useful. As with most TWI programs, it is focused on the front lines of the shop floor, and designed for first-line and second-line supervisors. The module is about good shop floor leadership. While the program dates from World War II, it has lost none of its relevance, and can still help modern-day shop floor managers in becoming better leaders. The steps are not rocket science, but good common sense, and described with a clarity and brevity unusual for a management book.  Below is a summary, mostly condensed from the "Job Relations 10 Hour Sessions Outline and Reference Material." This is the third in a series of five posts on TWI. 
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Training within Industry – TWI – Oldies but Goldies

Training within Industry – TWI – Oldies but Goldies | AllAboutLean.com | Scoop.it
http://www.allaboutlean.com/training-within-industry/: Training within Industry – or TWI for short – was a US program during World War II. It significantly improved industrial production and helped the Allies to win the war. While the ideas date to the 1940s, they are still very relevant. In my view, they are pure gold if you have to manage a shop floor. It is to me the best overarching system for training and managing workers, and it significantly influenced Toyota. While technology has changed a lot since 1945, people have not. The methods of TWI still work, and can really help you to improve. Even better, the original US government documents from 1945 are all in public domain. Let me introduce you to TWI. This is the first in a series of five posts on TWI.
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The Dark Side of Japanese Working Society

The Dark Side of Japanese Working Society | AllAboutLean.com | Scoop.it
http://www.allaboutlean.com/dark-side-of-japan/: The Japanese work ethic is pretty amazing, and their work standards are among the best of the world. In previous posts I have often written very favorably on these standards. Yet, not all is right in the Japanese working world. In fact, a lot is wrong and troublesome, and this superior work performance comes at a significant cost of work-life balance.
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Anatomy of the Toyota Kanban

Anatomy of the Toyota Kanban | AllAboutLean.com | Scoop.it
http://www.allaboutlean.com/toyota-kanban/: While Toyota did not invent the pull system, they did invent kanban, the genius idea of using cards of paper (and later other forms of information) to create a pull system for mass-produced goods. I recently was able to take pictures of Toyota kanbans, and would like to show and explain them to you.
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A Small Dice Game for the Kingman Formula

A Small Dice Game for the Kingman Formula | AllAboutLean.com | Scoop.it
http://www.allaboutlean.com/dice-game-kingman-formula/: In a previous post I wrote about the relation between utilization, fluctuation, and waiting time, and its approximation by the Kingman formula. Let me show you a quick and easy dice game where we simulate a supermarket checkout to let participants experience the effect of utilization, fluctuation, and the (worse) combined effect of both.
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Twelve Ways to Create Space around Your Assembly – Part 1

Twelve Ways to Create Space around Your Assembly – Part 1 | AllAboutLean.com | Scoop.it
http://www.allaboutlean.com/assembly-space-1/: Assembly needs lots of parts. Especially if you have larger parts, you may find that you are running out of space to put them. Fear not, there are a number of things that you can do to solve this problem. This post will present you with all the solutions (that I know) to remedy a space shortage in assembly.
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Structured Approach to Material Supply for Assembly – Part 1

Structured Approach to Material Supply for Assembly – Part 1 | AllAboutLean.com | Scoop.it
http://www.allaboutlean.com/structure-assembly-1/: Supplying material for assembly operations can be quite a challenge. After describing the challenges in the previous post, I would like to show you in two posts what you need to consider when you want to create an assembly location. This is a somewhat structured approach on how to set up a material supply for your assembly operations, although you will still need some iterations to achieve a good solution. After that I will have a post focused on what to do if you are running out of space at your assembly location.
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Fundamentals of Karakuri Kaizen

Fundamentals of Karakuri Kaizen | AllAboutLean.com | Scoop.it
http://www.allaboutlean.com/karakuri-fundamentals/: Karakuri is the art of creating machines without an external power source. After an introduction to the topic in my last post, I would like to show you some fundamental techniques for karakuri. I would like to pay particular attention to power management: Where do these machines get their power from, how do they store it, and where does it go? I will also (very !) briefly talk about kinematics, and even some karakuri ideas that go beyond kinematics. My next post will have lots of examples, mostly from the Karakuri Kaizen Exhibition 2017 in Nagoya.
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