In the hype of digital transformation, the appeal of new technologies and the hope to buy turnkey solutions to lasting problems may eclipse the good old Lean, even so all the potentials of the latter haven't been fully exploited. Now here are 5 good reasons not to ditch Lean too quick: Digitizing wasteful activities is … Continue reading Digital transformation: 5 good reasons not to ditch Lean too quick
The digital twin is the virtual and digital copy of a factory allowing monitoring, post-mortem analyses, simulations, stress tests, machine learning and much more. As a Lean practitioner having started my Lean experience in the 1980s, I faced the difficulty to get engineers, techs and sometimes foremen to the shopfloor to assess and understand the … Continue reading Lean and the digital factory: is the digital twin the new gemba?
This article is an afterthought of what I have seen the previous week during a nice holiday abroad, an so many times before. It is a rather common experience. We booked a one week vacation in a nice sunny place, with palm trees and a hotel that seems to match our requirements. We choose half … Continue reading Holidays, flow and common sense
SMED is a structured approach to reducing changeover durations. Here are 4 good reasons to consider deploying SMED. >Lisez-moi en français 1. More production capacity is required A critical resource of the production process is not able to deliver the expected quantity, due to lack of capacity. Such a resource is usually called a bottleneck, … Continue reading 4 reasons to consider SMED
What is value? What is a customer willing to pay? Since Lean Thinking and Lean principles are around, many organizations strive to bring more value to the customer. But apart from reducing costs what levers do they have to bring more value to theirs customers? The article titled “The Elements of Value” published in the … Continue reading 30 elements of value, entrepreneur’s food for thoughts
A system’s constraint, the limiting factor that is an obstacle to getting more Goal units* from the system, can be pretty difficult to identify (hence the success of my post on the topic: How to identify a constraint?!). *”Goal units” can be money, profit, services to citizens, number of patients treated, free meals served, or whatever … Continue reading Management attention as a constraint – Part 1/2
Many months ago I was approached by the European Katacon organizers to help setting up the 2018 conference. Katacon is about kata, the Toyota Kata revealed to the mass by Mike Rother in the book... Toyota Kata. It’s about patterns of thinking and behaviour to improve and solve problems. I modestly offered my website, blogs … Continue reading Katacon Europe 2018
This is a classical debate among Lean newbees and even among specialists: are the 5S the first steps to SMED or not? As so often there is more than just a binary choice. If you are not now familiar with 5S, you may get a primer reading my posts series: The Quick Beginner’s Guide to … Continue reading Are the 5S the first steps to SMED?
Autonomous maintenance is one of the 8 Total Productive Maintenance (TPM) pillars, it aims to give both competence and responsibility for routine maintenance, such as cleaning, lubricating, and inspection to operators. The aims and targeted benefits of autonomous maintenance The ultimate goal of Total Productive Maintenance is to enhance machines’ effectiveness. TPM is a participative … Continue reading What is autonomous maintenance (TPM)?
Lean leading figure Jim Womack posted a sincere and critical reflection (hansei) on where Lean has failed and why not to give up. I was impressed when reading it and it reinforced my respect and admiration for the author.