SMED explained while doing laundry – Part one

SMED is a systematic approach to quick changeovers in order to minimize machine downtime. >Lisez-moi en français To explain what SMED is good for to non-specialists discovering it, I use the laundry example. Let’s imagine the mundane washing machine is a very precious resource and it should wash (add value) as much as possible in … Continue reading SMED explained while doing laundry – Part one

The fallacy of maturity assessments

Maturity assessments are a kind of qualitative audit during which the current “maturity” of an organization is compared to a maturity reference model and ranked accordingly to its score. As explained in the wikipedia article about maturity model (https://en.wikipedia.org/wiki/Maturity_model), the implementation is either top-down or bottom-up, but from my experience it is mostly top-down. The … Continue reading The fallacy of maturity assessments

When facing a choice, get clarity with the change matrix

The change matrix is primarily a tool to explain why people seem to resist change, but it can be used to make a decision when the appeal of the proposed change is facing some doubts about losing more than gaining. Doing the exercise of filling the matrix should help getting clarity about the plusses and … Continue reading When facing a choice, get clarity with the change matrix

OEE Rescue: OEE is composite and does not tell much per se

Overall Equipment Effectiveness (OEE) is probably the most widespread and well-known among KPIs in industry, which does not mean that everyone likes it. OEE rescue is a series of posts that aim to balance the love-hate comments about this KPI as well as debunking some myths and misconceptions. In this post: OEE is composite and … Continue reading OEE Rescue: OEE is composite and does not tell much per se

When enough is… enough

This is a behavior I’ve noticed quite often in food industry, in chemical or pharmaceutical plants: cleaning and sanitation processes (mainly their duration) are extended beyond the standard procedures at the expense of costs and production capacity. Fear of harming In the regulatory-constraint industries like food, chemical or pharma, people on shopfloor are trained and … Continue reading When enough is… enough

Why SMED is quick win in pharma – Episode III

Improving changeovers in pharma industry is a relatively quick and easy way to… quick wins, faster and easier than usually assumed. This series tells you why. Episode III: How to and Why it works In the previous Episode I explained the background of the lag of many traditional pharma makers in regards to Industry Best … Continue reading Why SMED is quick win in pharma – Episode III

5 ways Lean guys trigger rejection on shopfloor

Lean guys are not always aware they triggered rejection of their ideas or suggestions themselves, only because of their behavior or their disregarding of some elementary rules. Here is a short list of 5 ways to trigger rejection on shopfloor. 1. Play the sensei A sensei, in lean lingo, is a recognized expert, which in … Continue reading 5 ways Lean guys trigger rejection on shopfloor

You consultants – 3 reasons why you should better not blame them

It’s an often heard criticism in our trade: “You consultants just say what we long know“. The last time I heard it, it was in a friendly tone from a nice chap I worked with, in a moment of exasperation about the situation I described and his scorched  pride. I agree with that, what I … Continue reading You consultants – 3 reasons why you should better not blame them