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Rescooped by
Philip Marris
from AllAboutLean.com
onto TLS - TOC, Lean & Six Sigma August 10, 2016 7:15 AM
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TLS = Open TOC + Good Lean + Good Six Sigma. Presentation by Philip Marris at the TOCICO annual congress in Frankfurt in June 2013. It is argued that TLS ...
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Book review of the book "The Goal" by Eliyahu Goldratt. Sold in over 10 million copies in over 30 languages. The story in a "business thriller" format of saving a factory in 90 days by using the Theory Of Constraints.
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If you work in manufacturing, sooner or later you will find someone who claims that lean manufacturing is all about Zero Defects. Or Zero Inventory. Or Zero Lead Time. Or Zero Whatever. This is bollocks! Zero Defects was a management fad from the 1960s that pops up regularly every now and then again. In this post we will look at what Zeros there really are in lean manufacturing – if any.
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Marris Consulting has reached 600 videos and 750,000 views it’s YouTube channel. The videos are mostly about TOC + Lean + Six Sigma, the Theory Of Constraints, Critical Chain Project Management, and the Thinking Process. There are also many videos about Lean including a series with an ex-VP of Toyota Motor Manufacturing. Many tutorials. Dozens of conference recordings. Etc.
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From
youtu
In this presentation Etienne Lecerf, Managing Consultant at Marris Consulting, explains how to apply proven delivery principles from Agile, Lean, and the Theory of Constraints to improve flow, reduce friction, and deliver more consistently — across projects, teams, and functions.
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Philip Marris's insight:
A rare (and very good!?) video of Dr. Allen Ward the author of THE reference book on Lean Engineering.
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Many solutions proposed to improve operational performance are aimed at the manufacturing sector. The specific constraints of food and agribusiness companies are too often overlooked. In this webinar, Philip Marris shares his perspective on how to adapt traditional operational excellence to this sector.
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From
www
The graphic edition of the international best seller "The Goal". Based on the business novel "The Goal" by Eliyahu M. Goldratt and Jeff Cox, this book is a graphic novel. It is an original and pertinent introduction to the Theory of Constraints. The story is basically unchanged: same story line, sames messages, sames characters, etc. The original text version has now sold over 11 million copies in 32 languages which makes it the N°1 bestseller if you accept it as a management textbook.
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In this series of posts I check if the Logical Thinking Process and its tools can help to “navigate the storm”, created by unpredictable and/or irrational decisions of a competitor or adversary. After the Goal Tree and the Current Reality Tree, I’ll challenge the Future Reality Tree. Spoiler alert: it may be the most useful of the toolkit.
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From
www
Efrat Goldratt-Ashlag, author and daughter of Eliyahu M. Goldratt the author of the global bestseller THE GOAL is interviewed on the occasion of the launch of the French edition of her bestselling book "Goldratt's Rules of Flow" / "The principles of THE GOAL applied to projects." Efrat shares an example from a hospital environment and the management of the Operating Room as an example [...] a lively Q&A session with participants from around the world.
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From
michelbaudin
There is a phase in the maturation of a manufacturing process where one-piece flow is the key to improving quality. Once the defective rate is low enough, one-piece flow reduces it by up to a factor of 10. The magnitude of the improvement often surprises managers. The cause-and-effect relationship is not obvious, and the literature on manufacturing quality is mute on the subject. We explore it here.
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Philip Marris summarizes in 4 minutes the Drum-Buffer-Rope production scheduling technique. "DBR" consists in launching the Work Orders according to the capacity of the bottleneck (the "Drum"), but also in such a way so as to ensure the parts arrive in advance in a queue feeding the bottleneck (the "Rope"). Such a controlled queue (the "Buffer") protects the bottleneck from upstream variability to make sure that it is never starved of work.. Via Philip Marris
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“Good Lean” is presented by Reynald Debaut-Henocque, ex-VP Production of Toyota Motor Manufacturing France. 20 years with Toyota. Vast and recent (2000 to 2021) experience of doing good Lean outside of Japan. “Bad Lean” is presented by Philip Marris, CEO of Marris Consulting, +30 years of applying Lean worldwide in +300 organisations in all kinds of industries. This course is designed to provide you with the tools and strategies needed to achieve successful “Good Lean” outcomes and avoid the traps of Bad Lean. Via Philip Marris
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This is about the motivation for the chart and its math. We shouldn’t ask manufacturing professionals to apply a technical tool without explaining its purpose and its theory.
However, without doing either, the SPC literature promotes the use of the chart to detect changes in the fluctuations of measured variables, along with charts for changes in their means. The books provide recipes for using these charts, but no explanation.
To use in-process measurements for quality control 100 years ago, Walter Shewhart proposed the Xˉ−σXˉ−σ charts. It entailed arranging workpieces in rational subgroups, summarizing measurements by subgroup into means and standard deviations, charting both, and checking new values against control limits.
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Charts you share with others need a bodyguard of text to be self-explanatory, to avert misunderstandings, and to support learning. None of this matters when you chart exclusively for your own use, but it is obligatory when communicating with a team or making a case to management. Generating an informative, actionable chart can take hours; documenting and labeling it should take minutes, yet we encounter charts with missing or unclear labels in business documents, published articles, and even textbooks.
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Bob Sproull and Bruce Nelson, both Systems Improvement Consultants lay out how they improve the profitability of organizations from all industry types.
Richard Platt's curator insight,
January 25, 4:37 AM
Came across Bob Sproull and Bruce Nelson's book as Systems Improvement Consultants in 2010. They lay out how you too can improve the profitability of organizations of all types of industrial applications. -- I wasn't able to verify if it worked as advertised until I worked at Meggitt (an Aviation, Aerospace & Defense Firm) when I was the Senior Manufacturing Engineer (the only Mfg Engineer) for the Maintenance, Repair & Overhaul (MRO) Shop. -- We implemented and verified its applicability and value add when we used this methodology, along with Don Reinertsen's 2nd Generation Lean Six Sigma Product Flow Practices (another great Product & Process Improvement Book, that I highly recommend), and then we added in TRIZ a Systematic Innovation tools to make sure that we got all the systems, up the S-Curve of Performance, Functionality and at lower operating cost..." Bringing the Magic Together"...Got an annualized $8.16M in ROI for the shop...the MRO manager, Bobby Padilla, and Bernie Watson, the Factory GM, were astounded...It completely overturned the status quo POV of the Corporate Meggitt Continuous Improvement folks, where they considered what we did as a new BKM for Meggitt...Obviously, they had no idea that combining Lean Six Sigma methods could be improved.
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From
youtu
Depuis 20 ans, Marris Consulting applique la Théorie des Contraintes, le Lean et le bon sens pour améliorer les performances des entreprises. En 2020, Marris Consulting à célébré ses 15 ans d'existence.
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From
youtu
The "2 for 1" rule to reduce Work In Progress and accelerate flow. A webinar hosted by Philip Marris, the founder and CEO of Marris Consulting. [...] The "2 for 1" rule is very simple: a new unit (such as a production order, an order, or a project) can only be launched into the system if two units have been previously released (finished).
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This is the first of several posts about my personal history with manufacturing quality. While I have never had the word “quality” in my job title, and it has never been my exclusive focus, I can’t name a project I have worked on in the past 44 years that didn’t have a quality dimension.
Philip Marris's insight:
Michel Baudin's articles are always thought provoking. And you always learn a lot.
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Via this blog, I share insights of particular interest to CxOs, other senior business managers, and development folks more generally – into the always exciting, often frustrating and sometimes downright opaque world of knowledge work, i.e. software and product development.
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From
medium
I am often asked to tell my story of how I increased the performance of a 1,000 person factory in only 15 minutes. The factory was located in the middle of Mexico. It produced alternators for the automobile industry. It was a major supplier not only of the USA but also the rest of the continent. ...
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Wanting to get to grips with the particulars around the Theory of Constraints? Our handy guide covers the 5 focusing steps. Key Points : The TOC is one of the more popular process methodologies. There are 5 focusing steps to make this process work. The next time you are on the hunt for a process improvement methodology that looks explicitly for bottlenecks, the answer is the Theory of Constraints. This system enables organizations to achieve both their financial goals and their consumer goals by keeping their entire supply chain moving. The Theory of Constraints is often associated with the analogy “no chain is stronger than its weakest link.”
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To reduce rapidly and simply the level of WIP (Work In Progress) and thereby reduce production lead times the "2 for 1 rule" is very pertinent. An organisation (for instance a factory) only allows itself to launch one new item into production after it has finished 2 items.
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Founded and managed by Oded Cohen and Jelena Fedurko-Cohen
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