What is a spaghetti diagrams (chart)? A spaghetti chart or spaghetti diagram is the visual description of an actual flow, a snapshot of what a given flow really looks like, not how the procedures expect it to be. The flow depicted is the path in space (usually through a factory, an office, a building, a … Continue reading Do not overlook spaghetti diagrams
I sincerely believe that experimenting with Lean tools was key to spread Lean awareness, ease the principles and tools acceptance and contribute to the Lean popularity. This was particularly okay in the “tools age”, when Lean was understood as a nice and handy toolbox. Yet limited and non sustainable successes were hints that Lean could … Continue reading Doing wrong things much better
In the first post of this series, I explained why bottom-up Lean initiatives have little chance to succeed. In the second post I switched the point of view and discussed the top-down driven Lean rollout attempts and their pitfalls. Neither is easy nor a sure way to succeed. In this third post it is time … Continue reading The fallacy of bottom-up Lean initiatives – Part 3: top-down and bottom-up
In the first part of this series I shared my doubts and experience about bottom-up lean initiative to be successful and sustainable. In this post I switch position and explain why top-down Lean doesn’t always work either.
Lean confusion is a 3-page article by Jill Jusko, posted on industryweek.com on Aug 13, 2010. Despite the time past, this article is still actual and may well continue to remain that way. This post is friendly recension of mine, having read it long after its publishing (2016 vs. 2010). Jusko’s article starts on the … Continue reading Reflecting on Lean – Lean Confusion by Jill Jusko
Yes, Lean initiatives can be started bottom-up, but I doubt they’ll get very far and last for long. Here is why. Bottom-up Lean initiatives, e.i. improvements, are opportunities for improvement found by shopfloor people, line leaders or shop management. “Improvement” is most often understood in a broad meaning and bring up suggestions ranging from make … Continue reading The fallacy of bottom-up Lean initiatives – Part 1
When visual management turns into useless wallpaper Having an Obeya is the latest - fashionable - sign an organization takes Lean seriously. The name itself sounds performing as is it is so strongly related to Lean. Obeya may sound both exotic and performing, but is nothing more than a “big room”. (I assume the perplexed … Continue reading From Obeya to wallpaper show room
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
Maximizing the exploitation of critical Capacity Constraint Resources (CCRs), so called bottlenecks, is crucial for maximizing revenue. Changeovers usually have a significant impact on productive capacity, reducing it with every new change made on those resources that already have too few of it. Yet changeovers are a necessary evil, and the trend is going for … Continue reading What data for changeover monitoring and improvement?
During the June 2016 Logical Thinking Process Alumni reunion with Bill Dettmer, I proposed the Goal Tree as a prerequisite or a sidekick to Hoshin Kanri (Policy Deployment). Here is the concept: I have already posted an article about this on this blog: How Goal Tree can help Hoshin Kanri