Here is a prospective thought of mine. Gemba Walks are a one of Lean’s tenet and any practitioner is urged to go around the Gemba and see for him/herself in order to learn, understand and eventually improve processes. But where will we Gemba Walk when most of the processes will be digitized? How to observe … Continue reading Lean 4.0: where will you Gemba Walk when most of the processes will be digitized?
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
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?
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
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
When looking for performance improvement of a man-machine system, too often management puts emphasis onto machine or technology at large, ignoring the fact that humans associated with equipment, machines or technology form an interrelated system and consequently humans are the discriminating factor. The fallacy of trusting the latest technology There is a strong belief, backed … Continue reading The man-machine system performance
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?
Total Productive Maintenance (TPM) was a big thing in the late 1980s, got lot of attention, tried to go from “maintenance” to “management” and finally faded out into oblivion. This analysis is my own, you may respond in comments. Total Productive Maintenance (TPM) originated in Japan with Nippondenso in the 1960s and is an evolution … Continue reading Why No One Talks About TPM Anymore?
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
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