The zoo is one of the metaphors used in the book “Thinking in Systems” by author Donella Meadows (1941-2001) and one of my favorite takeaways from her book. Told in my way, the zoo is a convenient way to observe animals that would not be that easy to observe in their natural habitat. In a … Continue reading The Zoo or why many improvement initiatives on shop floor fail to deliver noticeable results at company level
If you are looking for a good value-for-money reference book on Lean you should really consider Bicheno and Holweg’s book: The Lean Toolbox, a handbook for lean transformation (5th Edition). This 342 pages paperback book is a great reference book, the kind you’ll open again and again to refresh your memory or get (re)inspired. Each … Continue reading The Lean Toolbox (5th Edition) by Bicheno & Holweg: 342 pages and 1.4 pounds of value
Robotic Process Automation (RPA) refers to software “robots” that can be taught or programmed to mimic human actions like typing, copy-and-paste, open files, read files... do many tasks across programs and applications just as human workers do. It is especially suitable for tasks requiring no subjective judgement, that can be described simply. The RPA software … Continue reading What is Robotic Process Automation (RPA)?
In part 1 of this series I took the example of Additive Manufacturing vs. traditional machining to explain the blurring definition of (Lean) waste and value. In this post, I propose another take with Robotic Process Automation (RPA). With RPA, some tasks considered unnecessary and wasteful in the classic Lean point of view are automated … Continue reading The blurring definition of waste in a 4.0 world – Part 2 of 2 – Robotic Process Automation
Until recently in the Lean community, the definition of waste was “simple”: waste is any activity consuming resources without producing value for the customer. In this definition time can be considered a resource and “customer” is extended to anyone beneficiary of the outcome, like a patient in a hospital getting faster and better care. Focusing … Continue reading The blurring definition of Lean waste in a 4.0 world – Part 1 of 2 – Additive Manufacturing
Basically, a bottleneck is the slowest step in a process, the machine having trouble keeping pace. To find a bottleneck, go and have a look at where the inventories pile up and from where the machines are starved from upstream supplies, there is your bottleneck. Well, it’s not always that simple.
Shadow boards are a common in 5S. They are used to nudge users to return shared tools to their storage place and ease the visual and from a distance recognition if the needed tool is available on the board or elsewhere. In aeronautical MRO, the equivalent cut out foam shadow board in drawers is one … Continue reading 5S: How a mundane shadow board can avoid a catastrophe
This is the fifth and final part of this series of posts about putting logic into a decision to change a job. In this post, I emphasize how crucial it is to understand how far someone is from achieving his or her Goal and if this Goal is a reasonable one. Looking at colors In … Continue reading How can a Goal Tree help you changing job? Part 5/5 – Reflect on the assessment result and act!
This is the fourth post of my series How can a Goal Tree help you changing job? Part 3 focused on listing the sequence of prerequisites that need to be fulfilled in order to achieve your target. The outcome of the phases described in Part 1 to 3 is your Goal Tree. Such a Goal … Continue reading How can a Goal Tree help you changing job? Part 4/5 – Self assess your current capabilities and color-code the Goal Tree
This is the third post of my series How can a Goal Tree help you changing job? After refining the personal Goal statement (Part 1) and identifying the Critical Success Factors to achieving the Goal (Part 2), it is time to build the Goal Tree with all prerequisites - Necessary Conditions - using necessity-based logic. … Continue reading How can a Goal Tree help you changing job? Part 3/5 – List and order all prerequisites using necessity-based logic