There are different ways to calculate an OEE. I know of at least three different ways. However, some of them are easier and more practical than others. Maybe you have seen a formula similar to OEE = A x P x Q. I see this formula often, but for me it is a very impractical way to calculate the...
Marris Consulting has been implements Theory Of Constraints, Lean, Six Sigma and common sense to improve their clients' performances. In 2020, Marris Consulting celebrated its 15th anniversary. On this occasion, Philip Marris, CEO and founder, shared 15 cases - among the more than 260 in his career - of performance improvement in various industrial sectors.
Content: 00:48 Manufacturer of aeronautical equipment. 06:01 Manufacturer of gearboxes for Oil & Gas. 10:40 Bearing manufacturer. 12:40 Fast food. 16:32 Aircraft maintenance. 18:45 Pharmaceutical production. 21:28 Manufacturer of aeronautical equipment. 23:44 Luxury goods. 26:17 Manufacturer of rocket tanks. 28:44 Reimplementation of shop floor. 31:18 TGV maintenance. 33:24 Manufacturer of European satellites. 34:56 Manufacturer of medical diagnostic devices. 36:15 Automotive supplier. 39:48 Gold Mine.
Construction of the prototype city of the future where all ecosystems are connected begins at the Higashi-Fuji site (Susono City, Shizuoka Prefecture).
Toyota Motor Corporation and Woven Planet Holdings, Inc. (Woven Planet), the Toyota Group company responsible for a wide range of mobility development projects, anchored in software, held a groundbreaking ceremony (Jichinsai) for the construction of Woven City at the old vehicle yard adjacent to the former Higashi-Fuji Plant site of Toyota Motor East Japan, Inc. (TMEJ).
Since the “Lean” in the “Lean Startup” methodology basically comes from Toyota, it was fascinating to see two engineers from Toyota, Matt Kresse and Vinuth Rai, speak at the 2013 Lean Startup Conference. Matt and Vinuth (pictured at left) are from the Toyota software development center in Silicon Valley, talked about their use of “Lean Startup” methods to prototype and iterate with a new Android-based in-car entertainment system.
It’s really interesting to see how big companies, like Toyota and GE, are using “Lean Startup” approaches to create and refine new products – by better understanding their customer needs, creating a “minimum viable product” and then iterating based on real feedback that comes direct from customers.
I am offering a free copy of my book, Epiphanized [...] This edition also sheds more light on the reasoning behind why the very best improvement results can be achieved by the unification of the Theory of Constraints, Lean, and Six Sigma (TLS). [...]
The primary theme throughout this book is the focus on the unity and enhancement of improvement tools and methods. The book includes an appendix that allows readers to explore, in much more detail, the principles, tools, and techniques presented in the novel portion of the book.
Tim McMahon is a Lean implementation leader, author, blogger, and founder of ALeanJourney.com. This site is dedicated to sharing lessons and experiences along the Lean Journey in the Quest for True North. Tim is the co-author of The Lean Handbook, a comprehensive Lean reference guide for accredited certification. He is also a regional board of director for AME and an Influential Voice for ASQ.
Tim McMahon is a Lean implementation leader, author, blogger, and founder of ALeanJourney.com. This site is dedicated to sharing lessons and experiences along the Lean Journey in the Quest for True North. Tim is the co-author of The Lean Handbook, a comprehensive Lean reference guide for accredited certification. He is also a regional board of director for AME and an Influential Voice for ASQ.
Over the past 37 years the “Throughput Accounting” component of the Theory Of Constraints has evolved. The questions it is trying to answer are fundamental: what should we sell and at what price? or is this investment pertinent? In this short extract, world expert Eli Schragenheim presents the history of Throughput Accounting. He explains why Throughput Per Constraint Unit is an incomplete answer. He discusses the “Cost Accounting is Enemy N°1 of Productivity” 1983 episode. He explains the difference between “Products” and “Throughput-Generators”…
Just one quote: “In the short term TOC [Throughput Accounting] gives you the right answer but it is a short term view.”
Since this conference Eli Schragenheim has co-authored with Henry Camp and Rocco Surace “Throughput Economics” that provides a contemporary description of the subject today. Recommended reading.
My blog is focused primarily on the Theory of Constraints and how to use it to maximize the profitability of any company. I also discuss why integrating TOC with Lean and Six Sigma is the most dynamic improvement methodology available today.
For the very first time in English. A unique opportunity to better understand what Lean is today directly an ex-VP of Manufacturing of Toyota.
Nearly everyone is “already doing Lean” and, in the vast majority of cases, the results are disappointing, both financially and in terms of the adoption of the different elements, from the tools and principles to the “philosophy” or Lean culture. Yet the company that "invented" Lean – Toyota Motor Company – continues to outperform its competitors all over the world. For instance, in France where Marris Consulting is based, the Toyota Motor Manufacturing France (TMMF) car assembly plant continues to be profitable and continues to grow in sales and in the number of its employees thereby demonstrating the power of “Good Lean”.
No other car manufacturer can do this. How does Toyota obtain results that all their competitors claim are impossible?
To understand the key success factors of Toyota, Marris Consulting has the honour of welcoming Reynald Debaut-Henocque, ex-Senior Vice President of Manufacturing of Toyota Motor Manufacturing France to co-host these training sessions. He has experienced first-hand the development of Toyota’s manufacturing in France since 1999. He will explain the Toyota way or “Good Lean” during two thirds of this training. Philip Marris will complete the picture by presenting the “Bad Lean” practises that he has observed based on his over 30 years experience in over 250 companies all over the world and in all kinds of industries. He will also explain how to adapt Toyota's solutions to other non-automotive industries.
Online training, 2 hours per day over 4 consecutive days. 3:00pm CET / Paris time. 500€.
What is the theory of constraints? Beginning with the ✅overview, learn the ✅steps of theory of constraints, & how it helps in Lean Management.
[...] TOC and Lean manufacturing are similar methodologies, they can be combined to focus in on and directly improve the constraint. Theory of Constraints is more focused than lean manufacturing and lean management, though, and where the theory is focused on constraints, Lean is more focused on customer needs, eliminating waste, and reducing costs.
To combine the methodologies, Theory of Constraints can be used as a mechanism for prioritizing techniques and decisions. Lean manufacturing, then, offers a toolbox of improvement techniques to apply.
In the end, manufacturing effectiveness will increase due to waste being eliminated from parts of the system that contain the largest constraints on both opportunity and profit. What’s more, Lean manufacturing tools and techniques can also be applied to equipment that’s subordinated to the constraint.
Lean versus Theory Of Constraints - 1 hour webinar discussion with 4 experts. Recording available. This sort of high quality discussion is rare. Thank you to Jason Morin for organizing this. And thank you to the participants: - Mark Rosenthal - Mark DeLuzio - Max Krug - Mickey Granot Audio and Transcript available here : - Scroll all the way to the bottom of the website.** - Download the document "LEAN VS. THEORY OF CONSTRAINTS (28-JUL-2020) Audio Recording (MP3) + Transcript" - The MP3 file is embedded in the Word document on the first page.
Value stream mapping is a method to create a structured image of the material and information flow on the shop floor. You often hear that a value stream map should be the first and last thing to do during a lean project. It sometimes sounds like all you need is VSM and Kaizen and you are on the road to success. This is bollocks! While value stream mapping is sometimes quite useful, it is not a universal tool.
Often, you hear that value stream maps are the beginning and the end of lean improvements, they are your alpha and your omega, they are your morning and your night, your ying and yang, your A and Z, your …This is bollocks! The benefit of value streams is by far exaggerated in the Western world. At Toyota, in fact, they do very few value streams. They prefer to work directly on the shop floor.
While I like value streams and use them frequently, I personally find that the Western world puts too much emphasis on value stream mapping. Many invest too much time in making a value stream and then have no time or energy left to actually improve the situation on the shop floor. I have seen companies where the bonus of the plant manager depended (among other things) on how often per year the plant updates its value stream. Once per year was lame, twice was acceptable, but only with four plant-wide value stream updates per year did the bonus start to look good. Hence, 2-4 times per year, all shop-floor-related management spent a day drawing value streams. They were rarely used for anything useful, except to improve the chances of a promotion for all involved. In my opinion, these value stream maps were a colossal waste of resources. -- It is much more useful to use a digital T-Card system using the TLS+ process (TOC, Lean, 6 Sigma, and TRIZ), you get far better profitable and useful outcomes as a result.
There are so many management philosophies, I doubt we could count them all. [...] two stand out: lean manufacturing [...] and Theory of Constraints (TOC). Now, if you talk to your lean gurus they will probably say TOC is ok but all you really need is lean. And the TOC zealots say the same thing just with the words switched around. [...] I had been studying the Toyota Production System a.k.a. lean, for about 15 years when I discovered TOC. I absolutely fell in love with the work of Eli Goldratt, author of the book, “The Goal,” and father of TOC. I dedicated several years to learning everything I could about his work. Now, I suspect that I’m not alone here, having a love affair with two manufacturing mistresses. but unlike in real life they actually work better when they know about each other!
17 years after releasing his seminal book, “The Toyota Way,” Dr. Jeffrey Liker has just published a fully revised second edition. In this webinar, he will explore one of the core questions that drove him to revisit his work: How does Industry 4.0 technology — and AI in particular — extend the Toyota Production System? Topics in this webinar include: How the Toyota Production System has evolved in the Industry 4.0 era, and what has stayed constant How DENSO uses AI in real-world smart manufacturing ...
Philip Marris's insight:
There are a lot of unreasonable things being said about the impact of Artificial Intelligence and big data on operational excellence in general and the Lean / Toyota Way in particular. I know from my personal work with Toyota that a lot of the Industry 4.0 and IoT "solutions" make them smile. But when someone as important and credible as Jeffrey Liker talks about it I think it is important to try to find the time to listen in. So you might be interested in this upcoming webinar
"Perhaps we can view the kata as a catalyst that juices scientific thinking which is the engine that drives The Toyota Way," says Jeff Liker in this article explaining how Toyota Kata and the Toyota Way fit with each other. He also notes that Mike Rother calls them "starter kata" rather than "finishing kata."
Philip Marris curates 5 different permanent news websites: 1) (This one) TLS - TOC + Lean + Six Sigma 2) Theory of Constraints 3) Critical Chain Project Management 4) Théorie des Contraintes (in French) 5) Chaîne Critique (in French)
Fascinated with the art of making things, I am working to improve it. Trained in engineering, applied math, and data science, I got my feet wet in production in the early 1980s, and later apprenticed under master Japanese consultant Kei Abe for eight years, starting my own group in 1996. My specialty is supplementing direct observation on the shop floor and stakeholder interviews with data mining on clients' information systems, often rapidly identifying previously unknown patterns in product demand or manufacturing performance. My recommendations, both in technical content and in implementation management, are specific to the business, technology, and human resources of each client.
"Kelvyn Youngman has done the organizational world an invaluable – no, indispensable – service with this web site. This is the first comprehensive, truly system-level look at the Theory of Constraints." One of the website's recommendations by H. William Dettmer, recognized Expert in TOC, author of 4 bestselling TOC books.
To quote from his website: "I spent quite some time living in Japan working within a large corporation that was both a batch manufacturer and a significant supplier to Toyota. Their batch production mode had always caused them to decline “offers” from Toyota to improve their process and timeliness (but not their products which were in every sense of the word “World Class”). However, together, we were able through Theory of Constraints to produce very significant improvements within a very short period of time. Results that were significant enough to be reported in the national business press and also national television.
Let me say that I have deep respect for the fundamental techniques of Japanese kaizen, and of Toyota in particular. Let me also say that I am not ignorant of Lean nor of its predecessors; World Class Manufacturing, Just-in-time, and so forth. But there is something that is wrong with Lean (and Six Sigma) and I want to try to explain this. ...."
SupplyWe and Marris Consulting present their first webinar on using Theory of Constraints to boost performance. The Zhejiang SME Association has launched a series of activities through a "China-EU Entrepreneur Leaders Forum", which provides a platform for entrepreneurial investment, economic and trade exchanges, as well as cooperation between China and the EU. It is also an opportunity for companies to familiarize themselves with new, or at least little known, management methods, used in particular in Europe. “How to Boost Operational Performance and Ensure Rapid and Risk-Free Transformation” is the theme chosen for the opening ceremony, organized by the Zhejiang SME Association Committee, sponsored by
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The New Beginning is a sequel to my last book, The Secret to Maximizing Profitability. In this book Matt Hutcheson and I demonstrate how the same principles and improvement tools apply to both Healthcare and Manufacturing environments. Between Matt and I, we have both been fortunate to have worked in Manufacturing and, along the way, I added Heathcare to my resume. While many people believe that the Theory of Constraints applies only to a manufacturing environment, we demonstrate through a business novel format just how wrong this thinking is. No matter whether you are in a manufacturing setting or a healthcare setting, you will see that both settings can use an integrated Theory of Constraints, Lean, and Six Sigma methodology to drive profit margins to new levels.
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