Holidays, flow and common sense

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

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4 reasons to consider SMED

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

Management attention as a constraint – Part 2

In part 1 of this series, I introduced management attention as a constraint. This second post goes on with more reasons why management fail to pay the necessary attention to the factor limiting the whole system’s performance. Unaware or wrong about the constraint Management attention might be on the wrong things because manager are unaware … Continue reading Management attention as a constraint – Part 2

What is autonomous maintenance (TPM)?

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)?

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

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

Standing in the Ohno circle. And then?

Ohno circle is also known as “Taiichi Ohno’s Chalk Circle”, a circle drawn on the shop floor to materialize the observation point from where to learn to observe, see, analyze and understand. The original method puts (commits?) the “disciple” in such a circle for extended time with instruction to watch and not leave the circle. … Continue reading Standing in the Ohno circle. And then?

7 questions to help you reduce projects‘ duration

On one hand, in current competitive environment, time to market and speed to respond to customers’ needs is a Critical Success Factor, often more important than sales price. On the other hand, projects templates used in companies have “grown fat” over time with an inflation of additional tasks, milestones and reviews, thus extending project's’ duration. … Continue reading 7 questions to help you reduce projects‘ duration

Could Six Sigma have more harmed than helped?

I started my career in the heyday of Total Quality Management (TQM) in France, beginning of the 1980’s and witnessed over the following years how the TQM trainings and deployments built a quality-aware culture in the companies and spread to everyday’s life. Over time though, other “Japanese Methods” became fashionable and the hype was on … Continue reading Could Six Sigma have more harmed than helped?