Objective and Key Results (OKR) got / is getting a lot of attention, especially since some major brands' successes are credited to this methodology. In search for the recipe of their own success or for the latest management fad, many organisations may give it a try. Not familiar about OKR? Check my other posts to … Continue reading OKR: spot opportunities but mind the risks!
One major risk in Strategy or Policy Deployment is drifting away from the main objectives and/or getting behind schedule. Any delaying during rollout may simply mean giving away a free gift to competition. Distraction on the way can add to the delay and costs, without adding value for customers nor profit for the company. Have … Continue reading Strategy Deployment: how to keep on track and on schedule?
Heijunka is the Japanese name for production leveling, a scheduling technique for repetitive multi product production. Instead of trying to stick to varying demand or run long production series, leveling seeks periodic demand patterns for scheduling repetitive small production runs. Heijunka or leveling enables taming the variations in demand and keeping schedules consistent, using a … Continue reading Quick Introduction to Production Leveling (Heijunka)
As more and more processes are digitized, Value Stream Managers, waste hunters and process improvers have to adapt their approach as many of their beloved methods and tools may not work anymore. Take the example of manufacturing a widget that is now 3D-printed and doesn’t need all the previous traditional manufacturing steps of metal cutting, … Continue reading Lean 4.0: What to look for when improving a digital process?
At the moment of publishing this post, in 2021, Total Productive Maintenance (TPM) turns 50 after official launch in 1971. In the Western world, TPM was hype in the late 1970s until mid-1980s when its shine faded before Lean Manufacturing.2021, Total Productive Maintenance (TPM) turns 50 after official launch in 1971. In the Western world, … Continue reading TPM should be built upon 8 pillars, barely got more than 2
Total Productive Maintenance was officially born in 1971 and since then promoted by the Japan Institute of Plant Maintenance (JIPM). It’s 50 years by the moment I write this post. I myself was introduced to TPM by the Japan Management Association Consulting (JMAC) team training us, Frenchmen, when we started YAMAHA’s Hi-Fi factory in my … Continue reading 1971-2021 What is left of TPM (Total Productive Maintenance)?
Inventories and WIP are important levers to accelerate flow, but they're not alway properly documented in Value Stream Maps. Why take a closer look to WIPs and inventories? Inventories and WIP are tied capital, just waiting Inventories and WIP require handling, transportation, management... Inventories and WIP fill containers and space (surface, volume) The spreading of … Continue reading VSM tutorial: look for WIP and inventories first
February 2021, in these uncertain times with biohazard lingering and more possible forced lockdowns ahead, your Industry 40 transformation project may well be delayed. Yet this can be turned into an advantage by grasping the opportunity to better prepare the steps to ensure the success of the transformation journey to come. Besides, chances are that … Continue reading Is Your Industry 4.0 transformation delayed by COVID-19?
All too often, what is presented as an Undesirable Effect is simply a matter of personal preference/dislike and not a real problem or issue. In order to qualify as Undesirable Effect, the supposed UDE has to be undesirable for the system as a whole. In this video I share a specific definition and comment the … Continue reading Deeper dive into UnDesirable Effects (UDEs)
When it comes to Goal Setting, problem solving, crafting an action plan or making decisions, one should be clear about his or her span of control, sphere of influence and the external environment. Organizations and systems are complex because they are made of interrelated and interacting parts. Some of these parts are within the span … Continue reading Span of control, sphere of influence and beyond