In the first post of this series the focus was much about waste of human potential, that comes in many forms. In this second part reviews the 7 others wastes, first uncovered in manufacturing and later translated into office work. Office work isn’t as much prescribed in work instructions and standards as the work in … Continue reading Lean: Waste in office work – part 2
When Lean principles got popular and begun to spread out of the manufacturing shop floor, the original 7 types of waste were translated into their equivalent in office environment. Yet office work is less standardized than manufacturing, offering people more freedom to organize themselves. Compared to precisely prescribed execution and streamlined operations in manufacturing, synchronized … Continue reading Lean: Waste in office work – part 1
Motion and transportation count among the 7 basic muda or wastes, that should be eliminated or at least reduced to their bare minimum in order to be leaner. Now, with the probable rise of robotics, will robotic motion (and transportation) still be considered a waste? The Lean definition of waste is any consumption of resources, … Continue reading Future of Lean: is a robotic motion a waste?
Some thought leaders and Lean promoters stress the fact that Lean is about eliminating waste while others seem to get away from this idea. Could some have been wrong? Is there a shift in Lean Thinking? What is Lean finally about? Is Lean about waste elimination or not? Well, yes and no. Defining waste Waste is … Continue reading Is Lean about eliminating waste or not?
In many organizations people capture a lot of data and… just ignore them, wasting their potential value. The latest case, at the moment I write this post, is with an aircraft MRO company. This post echoes a previous one: Trouble with manual data capture Every aircraft undergoing MRO requires a lot of mandatory paperwork for … Continue reading So many wasted data
SMED is a systematic approach to quick changeovers in order to minimize machine downtime. It is welcome to recover wasted capacity on a bottleneck resource. A bottleneck is a resource with a capacity, in average, lower or equal to customer’s demand. A true bottleneck runs 24 hours 7 days a week and still cannot supply … Continue reading Recover wasted capacity with SMED
Lean is about waste. Mainly about waste. Obsessive about waste. Wastes are activities that carry costs without adding any value. Reducing wastes is turning these expenses into savings. So far so good. Yet why doesn’t lean emphasize adding value instead? Adding value means adding or improving something that customers will value and will be ready … Continue reading Why this lean obsession about waste?
The success of a 4.0 transformation in manufacturing (and industry at large) is particularly dependent on the initial conditions for its implementation. The “founding fathers” of Industry 4.0 and the organizations who help its implementation soon recognized the importance of a suitable “ground” as well as a number of prerequisites for a 4.0 transformation to … Continue reading The success of a 4.0 transformation is strongly dependent on the initial conditions
Lean 4.0 is the conjunction of Lean Manufacturing / Lean Management with Industry 4.0 assuming that both complement and reinforce each other mutually. Lean and Industry 4.0 are both production paradigms with a common objective: manufacture efficiently in small batches highly customized products. Paramount being producing totally customized unique products at mass-production costs thanks to … Continue reading What is Lean 4.0?
What is Lean 4.0? The short answer to the question what is Lean 4.0? is: the combination of well-known Lean Manufacturing / Lean Management principles and Industry 4.0 / digitalization and digital transformation. While many organizations have started to improve the efficiency of their processes and operations with Lean – and are still far from … Continue reading Lean 4.0