Yep, I changed things around a bit here and splashed on a new look. It’s a bit cleaner and (I hope) a bit better organized. I hope it suits.
Lean efforts will be successful to the degree to which we have operational excellence in the shop. Inventories and costs will decrease to the extent that we can reduce downtime, scrap, delays, scheduling problems, die problems, and equipment problems. There’s no value in a value stream mapping and no good in pushing a pull system unless we also address those problems that will keep them from being effective. Supervisors and operators need to be actively involved in problem solving.
As I’ve mentioned, I’m getting started on putting more material on YouTube. Here’s my latest…it’s an overview/description that answers (one hopes) the question, “What is Lean?”
I hope you’ll get a chance to check it out. I think my own definition, while not brand new and “never-heard-of”, does take a bit of a different slant from that of many of descriptions. And, as you might imagine, I like my description better. So, go take a look!
Yeah, it’s kind of easy to say Talan Products is a great company…after all, they were smart enough to hire me to help them implement their lean initiative several years back, right?
Seriously, I can vouch for the fact that, just as this article says, Steve Peplin and Talan Products practice their values every day.
I teach a course at Kent State in which I hold forth that a strong, positive culture provides a strategic advantage for the organization. Talan Products is strong evidence for this assertion.
Read and enjoy!
I’ve updated a video I posted to YouTube some time ago. (Actually, what I did was delete the old video and replace it.) The video is a quick overview that answers the question, “What is 5S?”. I hope you’ll take a look at it.
I’ve learned recently that about any search term that includes “Six Sigma” does well. Regular readers know that I haven’t talked much about Six Sigma over the many months I’ve been involved with this blog. I’m not a Six Sigma “any-kind-of-belt” but I do know a bit about the statistical tools that Six Sigma advocates. (Design of Experiments is a bit above my pay grade but I’m betting the number of actual Design of Experiments projects run in any given year by manufacturers is relatively low.) All to say, it’s not because I don’t like Six Sigma that I don’t talk about it much. It’s more that Six Sigma and Lean and their relationship are misunderstood by most managers and I’ve focused on trying to clarify the “lean” part of it.
I don’t know Larry and he doesn’t know me, so this is unsolicited and uncompensated applause for a smart guy who seems to know a lot about lean. I say that because I always agree with what he writes. And that’s saying something…I once wrote some guy an email lambasting him for his superficial lean article and he sent one back, calling me every thing but a child of God. In Larry’s case, I feel almost as if I could just link to his posts rather than writing any of my own!
So…what has me singing Larry’s praises? Well, all his articles are good and should be read but two in particular perked me up.
A colleague and I are helping a couple of local school districts implement continuous improvement in three areas: Facilities Maintenance, Nutrition Services, and Transportation. (We and they call it a “Lean Implementation”, but it’s more focused on employee involvement and problem solving that on some of the classical lean methods that most manufacturers would be familiar with.) Yesterday, I was on my way to a meeting of the Transportation Team, when I got a call from the manager letting me know that he would have to postpone the meeting because of some staffing issues. The team had held a couple of meetings that I hadn’t been able to attend, so he updated me on those.
Over the years, I’ve helped a number of clients with process mapping exercises. Now, process mapping is one of those things you can read about and look up on the interweb and still not get much help when it comes to actually doing it with a team. (That said, a good book on the topic is “Improving Performance: How to Manage the White Space on the Organization Chart” by Geary Rummler. ) I’ve learned some things that can help you.
In our last post, I said we’d look at a few more VSM’s and talk about the data on them by way of analysis.
Here’s a quick one.