When enough is… enough

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

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Why SMED is quick win in pharma – Episode III

Improving changeovers in pharma industry is a relatively quick and easy way to... quick wins, faster and easier than usually assumed. This series tells you why. Episode III: How to and Why it works In the previous Episode I explained the background of the lag of many traditional pharma makers in regards to Industry Best … Continue reading Why SMED is quick win in pharma – Episode III

Why SMED is quick win in pharma – Episode II

Improving changeovers in pharma industry is a relatively quick and easy way to quick wins, faster and easier than usually assumed. This series tells you why. Episode II: What Gain? Why? In the previous Episode I explained the background of the lag of many traditional pharma makers in regards to Industry Best Practices (mainly Lean) … Continue reading Why SMED is quick win in pharma – Episode II

You are probably wrong when identifying your bottleneck

Things moved on since Eli Goldratt’s revealed Theory of Constraints through his business novel and bestseller “the Goal”. Most of today’s processes are more complex than 30 years ago: supply chains are stretched over the globe, new products are launched more frequently and batches are changed more often, among others. Thus identifying the bottleneck or … Continue reading You are probably wrong when identifying your bottleneck

Why SMED is quick win in pharma – Episode I

Improving changeovers in pharma industry is a relatively quick and easy way to quick wins, faster and easier than usually assumed. This series tells you why. Episode I depicts the pharma background, introducing why mastering quick changeover is both mandatory and a hidden or long disregarded improvement potential Episode II explains what gain can be … Continue reading Why SMED is quick win in pharma – Episode I

Your next bottleneck is elsewhere (and in the future)

Theory of Constraints provides the five focusing steps, an iterative improvement process which aims to focus efforts on the sole system constraint (often a bottleneck). These five steps are: Identify the constraint (bottleneck) Exploit the constraint; improve capacity utilization Subordinate all non-constraint resources to the constraint Increase the capacity of constraint if relevant Repeat step … Continue reading Your next bottleneck is elsewhere (and in the future)

Recover wasted capacity with SMED

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

SMED explained while doing laundry – part two

In part one I explained SMED is a systematic approach to quick changeovers in order to minimize machine downtime. In order to explain what SMED is good for to non-specialists, I used the laundry example, in which the mundane washing machine is a very precious resource and it should wash (add value) as much as … Continue reading SMED explained while doing laundry – part two

SMED explained while doing laundry – Part one

SMED is a systematic approach to quick changeovers in order to minimize machine downtime. >Lisez-moi en français To explain what SMED is good for to non-specialists discovering it, I use the laundry example. Let’s imagine the mundane washing machine is a very precious resource and it should wash (add value) as much as possible in … Continue reading SMED explained while doing laundry – Part one