Resources for lean manufacturing

Notable Solutions Earns 2013 Kinetic Process Innovation Award

2013-04-02T09:47:17-05:00

Notable Solutions Inc. (NSi) recently received a 2013 Kinetic Process Innovation Award in the data capture category for its work with Toyota Industries North America (TINA). The 17^thannual awards program recognizes excellence and innovation in the application of information technology.

"NSi has helped Toyota Industries of North America to automate many of their manual processes, thereby eliminating many paper-based systems, streamlining operations and enabling various departments within their organization to more effectively participate in their business processes," said Mike Morper, vice president of marketing at Notable Solutions. "We are extremely pleased to be recognized for the work that we have done to help Toyota securely automate many of their business processes and create a more collaborative environment."

Toyota selected NSi to better manage thousands of paper and electronic documents for the groups involved in the manufactu

Standing Up for Lean Principles

2013-01-30T08:54:37-06:00

I recently came across a blog about an executive who switched from his traditional "sit-down desk" to a "stand-up desk." He remarked that he loved the new desk and would never switch back. This concept fascinated me, and I investigated it further. I read many articles, and as it turns out, Thomas Jefferson, Ernest Hemingway, Winston Churchill and many others worked on their feet up to 10 hours a day.

I was inspired by this dynamic concept. I thought if implemented creatively, it could benefit supervisors on the production floor. But I knew this was an unusual concept that wouldn't be accepted right away. I had to try it for a period of time and demonstrate the possibilities. After all, if the stand-up desk is good enough for a man as intelligent as Thomas Jefferson, it's worth a shot, right?

I wanted to approach this experiment as I would if I was manipulating an assembly line or fabrication operation. So, before building the stand-up desk, I

Keep the Customer in Mind When Applying Lean Principles

2013-01-23T09:11:44-06:00

I recently had cause to visit a state government office to conduct some business. Prior to my visit, I decided to do some legwork to see what I was in for and to ensure that I was prepared for the visit. The website was simple enough, and I had no problems discovering what I was looking for in preparation. So, I spent 15 to 20 minutes reviewing the website thinking (very incorrectly) that I might save myself some time if I prepared.

The next day, I visited the office. I stood in line for almost 30 minutes to finally speak with a woman who proceeded to tell me the things that I had already read on the website while also asking a series of questions that the website had pointed out. She then gave me three pages of paperwork to fill out and directed me to wait "over there&qu

Lean Implementation Solutions

2012-11-19T10:54:50-06:00

After achieving success as part of a company's lean transformation, it is not uncommon for a senior manager to decide to join another organization with the goal of making dramatic operational improvements through the deployment of lean principles.

In a typical scenario, this manager jumps into the new role with much initial energy and optimism. However, in some cases, success often is not as forthcoming as initially expected. Operating results are not being realized, improvement ideas are not being sustained, and the workforce is slow to embrace a kaizen mindset.

Knowing that the root cause of the problem is deeper than employees simply not understanding lean jargon or a bunch of Americanized Japanese words, the manager typically seeks a course correction to get the lean program back on track.

This article explores three common scenarios that are often encountered during the first year of a lean deployment, along with advice for how each can be corrected o

Designing Your Own Lean System

2012-11-07T12:05:13-06:00

Lean systems are great and can make a company prosper. They improve quality, eliminate wasteful activity and increase value to the customer. The problem is that many managers often want to "carbon copy" lean systems. This is why I believe many of the companies who claim they are lean show no long-term improvements.

Toyota (TPS) and Six Sigma are no doubt the most popular lean systems. Their names are (and should be) held in high praise. These are great programs, but they were developed, designed and intended for Toyota and Motorola.

If a manager wants to make his or her company lean, that person should explore and understand many different lean theories, tools and production systems. There is a great deal of lean information out there, and some of the theories and tools blow the dominant two out of the water. A manager who is dedicated to making the lean jump should not implement any previously attempted (successful or not) specific system structure.

Don't Let a Lean Vision Become Stagnant

2012-10-29T10:11:58-05:00

I have been a developing change agent at my company for years now. I have saved my company a lot of money and have been promoted twice. I have had the opportunity to be trained by multiple lean consulting firms and have traveled to Japan, Mexico and California for continuous-improvement training. I consider myself pretty fortunate that my superiors saw something in me that was worth investing in.

With that being said, I still struggle converting others to the continuous-improvement way of thinking. I know that I am not alone. I have been in frequent conversations with others who have the same issue. I think this is something that many change agents struggle with every day. It is frustrating and somewhat discouraging.

I personally have seen supervisors and managers squirm when I attempt to have standard work and process management discussions. I have seen leaders dig to uncover reasons not to move forward because it is easier to stay the same. If the amount of effort were

5 Tips for Greater Workplace Efficiency

2012-10-15T10:22:51-05:00

We all know the old saying that time is money. It’s true, especially in the world of manufacturing. The more time you waste, the more it costs to make your products and the less profit your business has to take home. Likewise, the better you get at working efficiently, the better your profits will be.

What does this mean for your business? What can you do to improve the efficiency level of your processes? To help answer these questions, here are five tips for greater workplace efficiency.

1. Thoroughly Train Employees

Educated employees are more efficient employees. A lot of manufacturing inefficiencies come down to the same root problem: lack of understanding. Everyone in your company needs to know your products, from the assembly line to the boardroom. That’s why you need to take the time to thoroughly train all employees with hands-on education that ensures they are completing tasks as efficiently as possible.

2. Find Ways to Reduc

Eliminate Waste with Lean Business Model

2012-10-10T08:42:57-05:00

The United States has created levels of wealth well beyond any other civilization in history, yet much further potential is sitting right under our noses. This potential lies in lean thinking; that is, the lean business model. Applying the lean business model across the board would lead to immense productivity improvements and create an environment of deflation (a deflationary economy) and very significant wealth creation. This situation would replicate the near-zero inflationary period the United States benefited from during its first 135 years.

From a historic view, inflation was and remained very small throughout the first century of our country’s existence — even up until around 1910. During this same time, income increased substantially as the country industrialized from both an agricultural and manufacturing standpoint. Much of this was driven during the Industrial Revolution, which significantly increased manufacturing output but also greatly improved agriculture

Allied Reliability Group Acquires ABB Reliability Consulting Business

2012-09-25T09:11:53-05:00

Allied Reliability Group recently announced the acquisition of ABB's reliability consulting business in North America, originally known as HSB RT. The reliability consulting business consists of 20 remote employees, all of whom will be fully integrated into GP Allied, which is the reliability consulting and training arm of Allied Reliability Group.

The consulting business will complement GP Allied's current reliability consulting offerings, which include expertise in the fields of lean, reliability engineering, six sigma, change management, maintenance planning and scheduling, workforce development, and maintenance craft skills training.

With the acquisition, GP Allied will add business units in the disciplines of work execution management, equipment maintenance plan development, preventive maintenance, computerized maintenance management system (CMMS) integration, and planning and scheduling.

"All of us at Allied Reliability Group are extremely e

Communicate to Build World-Class Culture

2012-09-19T13:28:41-05:00

What is the real objective of Lean Six Sigma? When I ask this question, I usually get responses such as increased quality, improved speed, reduced cost, reduced errors and many other tactical improvement measures. Those are all benefits to continuous improvement (CI). The real goal of CI is to build a culture or improve a culture. As Dr. Womack wrote in Lean Thinking, the fifth principle of lean is culture.

So what does it mean to build a culture or to enhance the culture? How does a world-class culture behave? A world-class culture has an engrained tendency to seek out, identify and drive improvements at all levels of the organization. It moves from a culture where lean and Six Sigma are something to be done (like a project) to a place where Lean Six Sigma is simply the way things are done.

As you are engaging your CI plan, ask yourself what your culture is like. Are you doing CI or is CI simply the way things are done? This shouldn’t be hard to figure ou

Seize Opportunities to Improve Processes

2012-08-31T09:15:16-05:00

Lean efforts used to be 100-percent directed at the shop floor. What we have seen recently is that lean is moving into non-traditional areas of business. A lot of our recent work has been in maintenance, procurement, distribution, engineering, the office and even the company kitchen.

A friend of mine recently sent me an article about how Starbucks is realizing benefits from lean efforts in its stores. The coffee-shop giant is doing spaghetti charts, videotaping the work effort and working to reduce the time it takes to process an order. If Starbucks can shave 20 to 30 seconds off an order process that takes 1 minute, 45 seconds, that is a 23-percent improvement. Multiply that by 1,000 orders and you have saved nearly seven hours of effort. That’s certainly enough to save overtime, do more with less and spend more time making customers happier.

However, please keep in mind that the goal of lean is never to rush the process and make the quality worse but merely to el

How to Accelerate a Lean Transformation

2012-08-27T14:51:56-05:00

When you are attempting to accelerate a lean turnaround or for that matter any implementation, the first item on your list should be to stop running on overload. Remember, it’s not a matter of time but rather a matter of priorities. Define your goals and needs correctly, and create realistic completion dates as well as clear-cut plans. Time will take care of itself. Running by the seat of your pants creates numerous project breakdowns and a constant firefighting effort that will propagate throughout the organization.

A lean transformation in your company may be the best way to create the scenario you need for success. You need to instill processes and culture, manage events, and work at warp speed. Lean has a structure that is well-defined — a proven commodity that you can follow in a step-by-step basis. Don’t let poor planning be your downfall.

Develop Culture

Lean is about people. The culture you need to develop is about bringing the deci

How to Make Customers Feel Valued

2012-08-20T08:50:09-05:00

I had occasion to go to the doctor’s office recently. It was for a basic checkup, and since I am a lean guy to my bones, I want to focus on the visit from my perspective — the customer. My appointment was for 10 a.m., and I arrived there promptly at about five minutes until 10. I signed the sign-in sheet, found a magazine and started reading. At about 10:25 (25 minutes after my appointment time), I was called back to the examination area, where the nurse told me to go in and wait. I then sat in the smaller waiting room for about 15 more minutes before the nurse came in to examine me. This was not the real exam; this was merely a preliminary exam. She took my weight and blood pressure and asked me if I had been feeling sick or otherwise had any concerns. This process of her visit with me took her about five minutes. So on the time scale, I had been in the office for 45 minutes and had human interaction for about five of those minutes.

As the nurse left, she told me to ge

10 Keys for an Effective Lean Operation

2012-08-07T08:14:24-05:00

In my opinion and experience, there are 10 components or keys for an effective lean operation. These include:

1) Safety is not a slogan. It is acted upon and driven similar to quality and other key metrics.

2) Productivity is improving 10 percent or more per year, quality metrics are improving at 25 percent or more per year, and overall equipment effectiveness (OEE) measurements are utilized for continuous line improvements.

3) Visual controls are in place to help measure managing daily improvement (MDI). These would include things such as:

• Quality cost delivery and service (QCDS) boards are in place and acted on daily.
• Associates meet every day to review the previous day and current day.
• Statistical process control (SPC) tracking is in place on key processes.
• Andon lights and abnormality response systems are in place.

4) Housekeeping is continuous

Win with Training or Lose without It

2012-07-30T09:59:29-05:00

What does training within industry (TWI) have to do with the current economic issues? Well, it can have a very positive impact for firms struggling with the present business conditions. Whether times are prosperous or not, any business can benefit from improving output per employee, resolving people issues quicker and more effectively, drastically trimming the time to train personnel (whether they are a new hire or long-time employee), and improving safety and quality.

So why isn’t every business leveraging TWI to reap these benefits? I don’t know, but they should. TWI is also a foundation for standard work and continuous improvement; that is, it is a foundation for the lean business model.

The United States dropped the ball after World War II by letting TWI go the way of the buggy whip or steam engine. Many Japanese firms picked up that ball and ran with it — and are still running with it today. Toyota runs with it today. In fact, that company could no

Build Processes that Drive Consistency

2012-07-27T08:48:11-05:00

As I’ve gotten older, I have tried to curtail my consumption of fast food. I’m aware that the fat content, calorie counts and general nutrition levels are not the healthiest available. I know that as we age, we should watch our cholesterol, our weight and make sure that we eat healthy. I also know that my diet will directly contribute to the length and quality of my life. With all that being said, I love fast food. I am usually pretty good at keeping a balance of healthy eating and not-so-healthy eating, but sometimes I just want something that comes quickly and cheaply even though it may not be the best thing for me.

I recently decided to partake in some fast food in spite of the long-term potential health consequences. As I was standing in line reading the menu, I was watching the processe

How to Gain a Competitive Advantage in a Tough Economy

2012-07-25T08:50:35-05:00

With the current economic environment, there is always the tendency to hunker down and try to ride the storm out, but is that the best strategy? Probably not. While there is most certainly a need to watch budgets closely — even very closely — and tighten up on extra activity, now is the time to take advantage of developing your current employees to help improve your operation and, in fact, all business activities.

A growing number of companies have been actively implementing and even working to accelerate training within industry (TWI) into their everyday business practices and operations. The program is designed to enable improvements every day by everyone, create a more functional relationship between employees and their supervisor (which is translated into solving issues before they become a problem), and getting workers properly trained in record time. To summarize: Save money, leverage and enhance tribal knowledge, and make the entire business enterprise more compe

How to Be Successful with Standard Work

2012-07-16T08:59:07-05:00

Many companies say they use standard work, but actually very few do, at least in the manner that leverages lean fully at the operational level. Instead, most firms use some form of work standards or work instructions.

Frequently, plants trying to implement standard work within their lean efforts will do a kaizen event and, in the process of the event, develop and post a number of forms (standard work sheet, work combination sheet, etc.) at the new cell. This action is a helpful exercise for the event but does not really help with the performance and sustainability of standard work or the continual performance of production.

The problem is that while the operators may be referenced to the new forms (this is what you need to do) or even involved in the development of the forms (the new standard work) during the event, this is not the purpose of the standard work forms or standard work for that matter. The forms are only for management, not the operators.

This is

Lean Lessons for a Recession

2012-07-13T09:19:11-05:00

Transforming a manufacturing business into a lean enterprise during boom times is a fun and exciting experience. Lean generates growth, new customers, market penetration … all good things. In today’s world, one might ask, “How do I use lean now?” The answer is much the same as in a good economy. Lean is about identifying and eliminating waste in the operation. In my experience, there is great temptation in a declining business environment for management to condone or even encourage waste as a way to avoid the harsh realities of the business climate.

I was recently working with a company that had a great business. Their demand was steady, their invoices were paid promptly, profits were good … they were really busy. Unfortunately, their biggest customer represented almost 70 percent of their sales volume, a situation that is all too common in most manufacturing businesses.

In an abrupt change in policy, their customer moved a complete projec

Learn through Failure for Ultimate Success

2012-07-11T08:23:26-05:00

Training within industry (TWI) is a micro version of “creative destruction,” a term used by some economists to describe a free-market capitalistic economy. Creative destruction means that new businesses, services or products enter and create the new markets while destroying existing ones — with the overall result being beneficial. Kaizen is no different, but on a smaller scale. However, let me explain this in the context of TWI.

I have done much research on industrial history, specifically on Toyota, Ford’s Highland Park plant, the development of accounting and TWI. In every case, many mistakes were made during the development of all of these ventures. Kiichiro and Sakichi Toyota, as well as Taiichi Ohno, all made some very costly mistakes from financial and personal perspectives, but the difference is that they eventually learned from these errors. They also never let these errors bring them down.

Learning is suffering; it is not necessarily a vi

Streamline Your Maintenance Operation for Optimum Performance

2012-07-09T08:33:06-05:00

If your backlog is piling up or you feel like you don’t have enough resources in terms of labor and parts, it may be time to work toward lean maintenance.

Lean maintenance is the application of lean philosophies, methods, tools and techniques to maintenance functions. It has the fundamental goals of eliminating waste associated with labor, inventory, procedures and techniques, resulting in improved productivity and reduced costs.

Lean maintenance does not imply a slash and dash approach to cutting costs and jobs. This common method will not reduce waste or lower costs. Instead, lean maintenance philosophy decreases costs by getting rid of waste that can be defined as “anything that doesn’t add value to the maintenance process or service.”

Following are a few areas where wastefulness and sluggishness can crop up in the maintenance department.

Overproduction

Overproduction in the maintenance environment means doing

Why Your Plant Should Implement 5-S

2012-07-06T08:32:13-05:00

One of the basic tenets of manufacturing is there is never a shortage of challenges. When times are good, the challenge is how to make more on-time deliveries with the least cost possible. In this current economic environment, the challenge is how to make on-time deliveries with the resources available. Regardless of the economic environment, on-time delivery of profitable products that meet the customer expectations is the objective.

As companies reduce employees, it gets more difficult to meet the objective. People with the knowledge of certain tasks leave the business, just as those tasks seem to become more critical to meeting customer expectations. Some tasks are now performed by people who have to be trained to do those tasks or are done by people who have not done the task for a number of years.

One of the simplest ways to make sure tasks can be performed simply and easily by a number of individuals is through workplace organization. This does not necessarily requ

Start Lean Journey by Planning the Trip

2012-07-02T09:44:02-05:00

When I speak with people about lean programs, I am often asked, “Where should we start?” While this sounds like a very simple question, it actually requires a lot of thought. However, the simple answer is that you must first decide where you want to go before you know where you should start. Think of it like this: If you don’t know where you want to go, it really doesn’t matter if you have a map.

I have a GPS for my car that is pretty high tech. It communicates with satellites that are orbiting thousands of miles above the Earth. It can tell me where I am, give turn-by-turn directions and even tell me how fast I am going. However, with all of that technology, if I can’t put in a final destination, the GPS is pretty useless.

The same is true for lean, Six Sigma or whatever you call your continuous improvement effort. If you don’t know where you are trying to go, even the best lean program won’t help very much.

There are

Reduce Waste to Improve Reliability

2012-05-29T08:43:57-05:00

It seems as if new weight-loss programs and products come out every week. One of the latest is a plastic wrap you place around your stomach. If you strap it around your stomach, you will sweat and lose weight. Brilliant! Of course, you’ll probably sweat if you wrap anything air-tight around your stomach.

Perhaps the more interesting thought is to wonder why we fall for this stuff over and over when we all know the basic concepts in weight loss, such as:

Less energy intake will reduce fat
More exercise will burn fat
More muscle mass will increase metabolism

If you know and understand these basic principles of weight loss, you can apply them and become very successful in losing weight. You will learn that it takes hard work to improve your metabolism and that it is a long-term lifestyle commitment, not a short-term project. This sounds awfully similar to reliability improvements, doesn’t it? Perhaps that

Lean Principles Help Bus Company Reduce Downtime

2012-02-10T09:14:26-06:00

Collins Bus Corporation in Hutchinson, Kan., recently reinvented itself through implementation of lean manufacturing principles.

On peak days, Collins Bus used multiple 55-gallon drums of undercoating per day. The problem was the company experienced excessive overspray of its undercoating. The overspray drifted into the plant, creating a hazard for plant personnel. The overspray also fell onto finished buses, causing additional clean-up and thus additional production delays.

In addition to these issues, the 55-gallon drums installed in the spray booth caused further production delays, because when a drum emptied, spray operations had to stop until another drum could be installed. This took a half hour or more out of production for each changeover to a new drum.

Daubert Chemical took a proactive role in helping Collins Bus achieve its objectives by first examining how it could solve the overspray situation. The result was a reformulation of the undercoating, wh

Turn Around Your Company by Following a Lean Model

2011-08-09T09:54:13-05:00

Is anything working? Are you in trouble yet? Is it you, or is it the economy? The fact of the matter is, IT’S YOU! Why? You are the one that has to survive. It is your responsibility. Without change, things will stay the same. So, how do you go about initiating change?

On a recent Business901 podcast, I discussed with Bob Weiner, CEO of PAS Technologies, how his company climbed from near the bottom of industry rankings to the top. What significant change did he make to leapfrog the competition? He invested the first week of his leadership in lean training.

Most professionals today have not been involved in a turnaround. They do not realize that turnarounds require a different set of skills and management techniques. My methods do not work for all and are just one way of doing it. You must decide on your course of action. I have been involved in several ventures, and failed at one of them. The results that I had were all different. I broke companies apart, sold some

Life Cycle Engineering Launches Lean Implementation Services

2011-06-24T08:34:12-05:00

In response to requests from its clients in manufacturing and process industries, Life Cycle Engineering (LCE) has added lean implementation services to its consulting and services offerings.

A professional engineering firm with more than 30 years of experience, LCE remains at the forefront of establishing reliability excellence as the preferred approach for companies seeking to improve their performance. LCE’s “Powered by Rx” methodologies are inclusive of critical lean concepts and tools.

Bob Fei, LCE’s president, shares: “Launching a lean services group is a natural addition to our core reliability consulting practice. Lean concepts and principles have always been core to our reliability excellence implementation methodologies.”

“Over the past several years there’s been a pull from our customers to provide support and subject matter expertise for their lean implementation activities,” explains Mark Ruby,

AS&E Keeps Lean With Sequence Software

2011-06-22T09:49:45-05:00

As the demand for new homeland-security technologies continues to increase, so too does the competition among private companies vying for a piece of the market. Accommodating customer demands for fast delivery times often is the key to success – or failure.

One company thriving in the fast-changing homeland-security market is American Science and Engineering, Inc. (AS&E). The company manufactures sophisticated X-ray products used to inspect parcels, baggage, vehicles, pallets, cargo containers and people.

In 2008, AS&E initiated a lean manufacturing initiative that continues to focus on increasing factory output and revenue while improving operational efficiency.

Doug Capri, AS&E’s manufacturing engineering manager, says the lean initiative looks at every aspect of the manufacturing process. One of the low-hanging fruits identified as needing immediate attention was the way the company documented its manufacturing processes. Capri decid

Husqvarna Turning to Lean Manufacturing

2011-04-08T14:10:29-05:00

Former ThedaCare CEO on learning from manufacturing leaders

2011-01-20T08:57:28-06:00

Dr. John Toussaint, former CEO of ThedaCare, talks about how he learned from and was mentored by leaders from industry.

Brady to offer online training on lockout/tagout compliance, visual workplace

2011-01-18T14:18:31-06:00

This week, Brady Corporation announced the debut of its new eLearning training program, a series of Web-based training courses on workplace safety and productivity. Brady launched the eLearning platform with two comprehensive training modules: a lockout/tagout compliance program and a visual workplace program.

An explanation of the Theory of Constraints

2011-01-18T09:11:15-06:00

What is the Theory of Constraints and how does it relate to Lean Six Sigma? Watch this video and find out.

Apply lean principles to training and learning

2011-01-17T09:07:55-06:00

Did you know that most training and learning programs are 85 to 99 percent waste? Hard to believe, but it's true. Just like in manufacturing, lean principles can be effectively applied to them and eliminate streamline activities, reduce costs and improve quality. In this video, Todd Hudson talks about how the classic wastes of "overproduction" and "delay" apply to training and learning and how to eliminate them.

An overview on the lean concept of standard work

2011-01-14T14:12:48-06:00

This video focuses on the importance of standardization, no matter if you work in a factory or office environment.

Purdue to offer lean manufacturing, Six Sigma training

2011-01-14T08:58:18-06:00

Purdue University again in 2011 will offer training in lean manufacturing and Six Sigma practices for which professionals can earn certificates.

Learn from the best: Baldrige recipients showcased at Quest conference

2011-01-14T08:31:55-06:00

Cherry blossoms won't be the only things flowering in Washington, D.C., during the first week in April. Quality, innovation and performance excellence will be in full bloom at the 23rd annual Quest for Excellence Conference. Registration is now open at https://secure.asq.org/conferences/quest-for-excellence/2011/registration.html for the April 4-6, 2011, event that will showcase the best practices and lessons learned of the seven 2010 Baldrige Award recipient organizations along with those from past awardees as well.

Gemba Research, Kaizen Institute combine forces to become global lean resource

2011-01-13T08:32:53-06:00

Gemba Research and Kaizen Institute announced that they will join forces to form the longest-running and most geographically diverse lean management consultancy.

An introduction to mistake-proofing

2011-01-12T08:41:15-06:00

This video clip was taken from a Lean Six Sigma green belt class taught by ProgressivEdge. It opens with a discussion on reactive vs. proactive tools and then describes the three levels of mistake-proofing.

The differences between lean and Lean Six Sigma

2011-01-12T08:39:32-06:00

Ken Rizzo, the director of technical and lean services at the Printing Industries of America, answers some questions about the continuous improvement process. He answers the questions, "Why the focus on lean manufacturing instead of Lean Six Sigma?"

One snowstorm. Three leaders. One lesson in lean management.

2011-01-11T10:45:01-06:00

Lean bloggers and teachers often talk about the need to get out of the corner office and the conference room and get to the gemba as part of their standard work. That need is even greater in an emergency.

Top 5 ways companies are wasting money on Lean Six Sigma

2011-01-10T08:37:18-06:00

The top five ways that companies waste money implementing Lean Six Sigma:
1. Top-down CEO commitment
2. Widespread implementation
3. Training belts and teams
4. Failure to focus
5. Lean Six Sigma software

Toyota executive speaks on lean management

2011-01-07T07:32:24-06:00

Toyota executive Shankar Basu provides a keynote address on how the company utilizes lean management principles.

Kanbans link the supply chain together

2011-01-05T14:57:57-06:00

Kanbans are signals which automate the replenishment of repetitively used materials and supplies from internal or external suppliers to the buffer inventories. Kanbans reduce outages and shortages of materials and supplies, which improves customer service levels. Kanbans support “pull production” and continuous flow, since material is not produced at the supplier until a signal to replenish material is received from the customer. Using this approach, kanbans will reduce overall inventory levels (30 percent reduction on average).

How to calculate return on investment

2011-01-05T09:19:09-06:00

Advanced Industrial Equipment will show you how to calculate return on investment (ROI) in just two minutes. You will be able to calculate the total and percentage return on investment for any project.

Kaizen cart addresses floor marking applications

2011-01-03T13:47:36-06:00

This video shows off a kaizen cart to help you with your lean floor marking applications.

Video Courtesy of the Manufacturers of Superior Mark Floor Tape

The 3 levels of support necessary for Lean Six Sigma team success

2011-01-03T07:24:58-06:00

This video explores the three levels of sponsorship and support that Lean Six Sigma teams need to succeed.

Manufacturing operations and quality at Honda in America

2010-12-30T13:46:00-06:00

This video takes a look at manufacturing operations and quality at Honda's auto assembly plants in the United States.

IC-TAG Solutions pursues lean manufacturing

2010-12-30T08:49:10-06:00

IC-TAG is part of the 33 percent of companies that have already begun with the process of changing one's lifestyle for the safety and benefit of the environment. Lean manufacturing aligns perfectly with the company's goals and standards, so the transition came naturally.

How Walt Disney balanced dreamers, realists and critics on project teams

2010-12-29T08:51:35-06:00

Every Six Sigma team has a dreamer, a realist and a critic with their own motivation style and influencing language. Learn how to translate among the three to make teams successful.

What's the most important thing to achieve customer satisfaction?

2010-12-28T15:29:17-06:00

Tom Peters uses the example of patient satisfaction at hospitals to highlight the importance of kindness.

Timken names Folger to lead global quality organization

2010-12-28T08:51:23-06:00

The Timken Company has named Russell F. Folger as vice president for quality advancement. He assumes the leadership role formerly held by Donna J. Demerling, who retires at the end of December after a 38-year career at the company.

Vice President Biden's speech at Baldrige Award ceremony

2010-12-28T08:40:01-06:00

Vice President Joe Biden addresses the 2009 Recipients of the Malcolm Baldrige National Quality Award - the nation's highest honor for performance excellence and innovation - on December 16, 2010. He applauds five recipients: Honeywell Federal Manufacturing &Technologies, Midway USA, AtlantiCare, Heartland Heath, and Veterans Affairs Cooperative Studies Program Clinical Research Pharmacy Coordinating Center.

Six Sigma's focus on critical to quality measures

2010-12-27T09:00:42-06:00

Six Sigma focuses on critical to quality (CTQ) measures of delay, defects and deviation. These are used with control charts and histograms to focus, improve and sustain improvements.

Mistake-proofing in Lean Six Sigma activities

2010-12-27T08:58:59-06:00

This video takes a look at mistake-proofing (poka-yoke) in Lean Six Sigma.

Facilitating Six Sigma teams using motivation styles, influencing language

2010-12-27T08:57:13-06:00

This video explains how to facilitate Six Sigma teams using motivation styles and influencing language.

Avery Dennison named as a 'Best Plant' recipient by IndustryWeek magazine

2010-12-20T14:33:30-06:00

Avery Dennison’s Tijuana, Mexico manufacturing plant has been named one of the 10 best plants in North America by IndustryWeek in the magazine’s annual competition.

Background on Honeywell's Baldrige Award-winning business

2010-12-17T14:16:30-06:00

What made Honeywell Federal Manufacturing & Technologies LLC worthy of winning the Baldrige Award. Here is a synopsis from the National Institute of Standards and Technology (NIST).

EnerNOC energy management applications deployed in lean manufacturing study

2010-12-17T14:12:37-06:00

EnerNOC Inc., a leading provider of energy management applications for the smart grid, announced December 17 that it is partnering with a Virginia Tech research group to monitor energy usage data across multiple sites in an innovative study of "lean" manufacturing strategies. The Wood Innovation Research Group will use EnerNOC's web-based energy management applications to gather energy usage data from three Virginia wood product manufacturers and analyze trends in energy usage to identify opportunities for improved efficiency. Merrillat, Ten Oaks Flooring Company and Morgan Lumber will contribute data to the project.

Biden, Commerce Secretary present Baldrige Award to five organizations

2010-12-17T14:02:14-06:00

On December 16, 2010, Vice President Joe Biden and U.S. Commerce Department Secretary Gary Locke presented five U.S. organizations with the Malcolm Baldrige National Quality Award, the nation's highest honor for organizational innovation and performance excellence.

Eli Goldratt on Viable Vision and Theory of Constraints

2010-12-17T07:42:48-06:00

Eli Goldratt, renowned author of "The Goal", explains about Viable Vision and how companies can increase their net profit.

A. Schulman names Agnew director of continuous improvement

2010-12-16T14:12:31-06:00

A. Schulman Inc. announced December 16 that it has named Greg Agnew as director of continuous improvement for the Americas, effective January 1, 2011. Agnew will be responsible for leading A. Schulman's continuous improvement initiatives in the Americas, including focusing on leaner manufacturing operations, and stronger sales and operating planning processes. He will report to Gustavo Perez, general manager and chief operating officer of the Americas, and will be located in A. Schulman's Houston-based Americas office.

Interactive boards enable lean at SCA paper plant

2010-12-15T07:30:27-06:00

This video shows how a SCA paper manufacturing plant uses interactive information boards in conjunction with lean efforts.

A very good primer on Six Sigma principles

2010-12-14T10:14:21-06:00

What is Six Sigma? It's a systematic way to solve problems involving defects and deviation.

You only need a handful of tools to solve most problems:
1. Control charts of current performance (and to monitor performance after improvement.
2. Pareto charts (for defects) and histograms (for variation)
3. Ishikawa - Fishbone diagrams for root cause analysis

Address waste, rework, defects with 4-50 Rule

2010-12-14T10:12:40-06:00

Learn the 4-50 Rule: Four percent of the steps in any process cause 50% of the waste, rework, defects, deviation and lost profit. Use Pareto charts to narrow your focus to the 4% to maximize results and profit.

Manufacturers leverage lean transformation; employees emerge as top asset

2010-12-14T09:32:46-06:00

For decades, the U.S. economy has been driven by the manufacturing industry. A perennial global leader, there never appeared to be a reason to change the ways of doing business, until now. The U.S. manufacturing industry is amid a reinvention, implementing Lean Transformation as a strategy for growth, harnessing employee creativity and innovation as a key competitive advantage in the global economy.

Baldrige program needs the best of the best as examiners

2010-12-14T09:27:14-06:00

Provide a valuable service to your country. If you're an expert from a business, education, healthcare or non-profit organization, and possess knowledge and experience in leadership, strategic planning, customer service, human resources, process management and achieving results, you are on the Baldrige Performance Excellence Program's "Most Wanted List."

First set of Baldrige Award criteria for 2011-2012 now online

2010-12-14T09:24:57-06:00

The Baldrige Performance Excellence Program has announced that the 2011-2012 Criteria for Performance Excellence for businesses and nonprofit organizations are now available for download. The Criteria serve both as the standard for selecting the annual recipients of the Malcolm Baldrige National Quality Award and the road map for organizations worldwide seeking improved strategy and operations through pursuing performance excellence. The other two editions of the 2011-2012 Criteria—for health care and education—will be available on the Baldrige website later this month.

Kraft Foods lauds black belt for top Six Sigma project

2010-12-10T07:15:42-06:00

Kraft Foods recently recognized Joseph DeDad as the winner of the company's top Six Sigma award for project excellence.

Kraft Foods celebrates its Six Sigma black belts

2010-12-10T07:13:17-06:00

AME explores excellence at Cowboys Stadium in Dallas

2010-12-09T08:56:04-06:00

The Association for Manufacturing Excellence explores excellence at Cowboys Stadium in Dallas.

Plymouth Tube Company lauded for plant improvements

2010-12-07T08:39:57-06:00

Plymouth Tube Company's West Monroe, La., tubing mill is a proud recipient of a 2010 AME Manufacturing Excellence Award. One of six to receive this award from the Association for Manufacturing Excellence, West Monroe demonstrated significant improvements over a three-year period with a focus on best practices, creativity and innovation.

Food for thought: Avoid tunnel vision in the plant

2010-12-06T11:54:45-06:00

Often times, we become complacent in our surroundings and we simply don’t notice things that are changing all around us. It’s like we are wearing blinders, suffering from tunnel vision. We only look straight ahead or, worse, hang our head when we move through the plant. In doing so, what are we missing? An emerging safety problem? A cleanliness eyesore? Or, a potentially catastrophic reliability issue? Food industry veteran Jeff Shiver provides commentary and a call to action.

Lean efforts helped Parker Hannifin plant win AME award

2010-12-06T07:31:25-06:00

This video profiles the lean manufacturing efforts of Parker Hannifin's Hydraulic Filter Division in Metamora, Ohio. This site is a winner of the 2010 AME Manufacturing Excellence Award.

Bayer restructuring calls attention to lean manufacturing solutions

2010-12-06T07:29:19-06:00

In the third week of November, Germany's Bayer announced a major restructuring program designed to offset falling revenues resulting from generic drug competition and price pressures stemming from financially ailing governments' imposition of healthcare reforms. Bayer hopes to, by means of this thoroughgoing restructuring, free up resources to invest in growing and enhancing the company with a focus on R&D and marketing new products.

Tom Peters' keynote address at Drucker conference

2010-12-03T08:15:25-06:00

Tom Peters provides the keynote address at the Drucker Day 2010 conference. (You may need to turn up the volume on your computer to hear the speech.)

Process improvement and value stream mapping at Latrobe Steel

2010-12-03T08:11:59-06:00

Students at Saint Vincent College present their findings after studying the processes of a local steel manufacturing plant in Latrobe, Pa. The students are enrolled in the Operations Management course as part of Saint Vincent's Masters in Management: Operational Excellence program.

What does a production line have to do with brain surgery?

2010-12-01T13:45:46-06:00

What does the production line at a car manufacturer have to do with a doctor scrubbing in for brain surgery? A lot, as it turns out.

Dennis Pawley shares lean thinking with schools

2010-12-01T07:46:36-06:00

Dennis Pawley, founder of the Oakland University Pawley Lean Institute, leads a Lean Thinking for Schools seminar at the Washtenaw Intermediate School District.

Baldrige program needs best of the best as examiners

2010-12-01T07:17:47-06:00

Provide a valuable service to your country. If you're an expert from a business, education, healthcare or nonprofit organization, and possess knowledge and experience in leadership, strategic planning, customer service, human resources, process management and achieving results, you are on the Baldrige Performance Excellence Program's "Most Wanted List."

Juran on the impact of technology on the environment

2010-11-30T13:44:25-06:00

Learn how to cut waste like Boeing

2010-11-29T08:03:13-06:00

Find out how CDG, a Boeing company, has incorporated lean principles across its business model to increase capacity, improve staff morale and replace waste with efficiency. Lean coach Chris Galante from CDG Boeing will be delivering a presentation at the Lean Six Sigma and Process Improvement Summit, due to take place on January 17-20 in Orlando, Fla.

Inventory optimization in lean manufacturing environments

2010-11-29T07:58:15-06:00

Companies adopt lean manufacturing techniques in order to reduce waste, remove cost, and improve agility — but it doesn't eliminate buffer stocks! This video explores how inventory optimization makes "lean" successful.

Speech on Deming concepts and going 'beyond continuous improvement'

2010-11-24T09:34:35-06:00

This presentation is from a 1994 event hosted by Clare Crawford-Mason and Lloyd Dobyns to capture the learning and legacy of Dr. W. Edwards Deming. Russ knew Dr. Deming and speaks here about the difference between "continuous improvement" and "discontinuous improvement" as seen through the lens of systems thinking.

Applying lean principles to keep restrooms clean

2010-11-22T08:20:44-06:00

This video shows how lean principles can be applied to keep company restrooms clean.

AME names six winners of 2010 Manufacturing Excellence Awards

2010-11-22T07:01:55-06:00

The Association for Manufacturing Excellence (AME) announced the six recipients of its 2010 Manufacturing Excellence Award.

Toyota plant in Alabama presents 'Quality Idol'

2010-11-19T10:47:18-06:00

Toyota Motor Manufacturing of Alabama brings you its first Quality Idol show.

Plymouth Tube wins AME Manufacturing Excellence Award

2010-11-16T09:21:05-06:00

Plymouth Tube Company's West Monroe, La., tubing mill is a proud recipient of a 2010 Association for Manufacturing Excellence (AME) Manufacturing Excellence Award. To be selected, West Monroe demonstrated excellence in their operations with a focus on continuous improvement, best practices, creativity and innovation. Starting in 1967, Plymouth Tube was the first manufacturer to provide stainless steel tubing for feedwater heater applications, which became West Monroe's specialty product when it opened in 1975. West Monroe also offers both seamless and welded Stainless Steel tubing.

ASQ survey: Manufacturers optimistic about economic uptick in 2011

2010-11-16T09:14:45-06:00

The second annual ASQ Manufacturing Outlook Survey shows a vast majority of manufacturers are optimistic about an economic uptick in 2011 at their organizations. The survey conducted by the American Society for Quality – the world’s largest network of quality resources and experts – states 68 percent of respondents employed in the manufacturing sector predict their organizations will experience revenue growth. This is a bit of a brighter outlook than for 2010.

Jim Womack talks lean at ThedaCare meeting

2010-11-08T08:57:05-06:00

Jim Womack, founder of the Lean Enterprise Institute, talks about lean and continuous improvement at a ThedaCare Improvement System meeting. The video was shot by Dr. John Toussaint, CEO of the ThedaCare Center for Healthcare Value.

Lean results transparent for Safelite Glass plant

2010-11-05T15:59:04-05:00

Safelite Glass Corporation, a leading producer of windshields for the automotive aftermarket, knew that to remain competitive with its Chinese counterparts, the company had to reduce costs. By implementing the principles of lean manufacturing at its plant in Enfield, N.C., Safelite was able to retain sales to the tune of $2.6 million and save $670,000 in costs.

Driving lean across your organization

2010-11-05T15:54:41-05:00

Having someone, especially an outside consultant, tasked with driving lean is not the best way to become lean. Sure, you most certainly will get some fast results, but it will not be sustained and it may cause more damage to the organization than the gains you achieved.

Thoughts and considerations on 5-S implementation

2010-11-05T15:53:03-05:00

While value stream mapping and kaizen events are often the most misused of the lean tools, 5-S is the most misunderstood lean tool. In this article, lean veteran Larry Rubrich provides some 5-S thoughts and considerations to review.

What is a team charter? And, what is its purpose?

2010-11-05T15:51:00-05:00

Investing the required time to develop an appropriate team charter reduces confusion about the group’s objectives. The charter also provides the information needed to reduce the risk of rework, enabling the (action, kaizen or lean) team to get it right the first time.

Game plan to turn good intentions into effective, lean practices

2010-11-05T13:59:40-05:00

If any company can implement the Six Sigma or lean management principles, why isn't every company an IBM or Toyota? Clearly, there is much more to successful management practices than copying the example straight out of the text book. So, how can companies turn good intentions into effective practices? What, at board and ground level, can managers actually do?

Lean and Six Sigma talent management

2010-11-05T13:52:46-05:00

Each year, the executive recruiting and search firm The Avery Point Group conducts a comprehensive study of the latest talent demand trends for lean and Six Sigma. As an executive search firm, Avery Point has a unique vantage point from which to track trends taking place in industry. Trends in industry are often telegraphed into candidate requirements in job postings and can serve as a window into the latest corporate initiatives. For its annual study, the firm takes a significant look at Six Sigma and lean job postings found on the major job boards and review each job title and job content profile to gain a deeper understanding of the latest talent demand trends.

Over the years of conducting the study, Avery Point has seen a significant shift in the "center of gravity" as it relates to the prominence of Lean as the rising and now more dominate player in the corporate world of continuous improvement. This is a significant shift from the first study in 2005, where Six Sigma outpaced lean by more than 50 percent as the more desired skill set. Avery Point fully expects this trend to continue in our future studies as more companies turn to lean as a hedge against growing economic and inflationary challenges.

In the end, however, the real winner is any company that successfully engages in some form of continuous improvement, regardless of whether it is lean, Six Sigma, or some other well-executed approach.

"I can't think of any company that claims to be world class that is not utilizing some form of continuous improvement approach," says Tim Noble, managing principal of The Avery Point Group. "World-class status is a constantly moving target defined by both your customers and your competitors. Without a continuous improvement approach you're not even treading water in today's highly competitive global economy."

Jack Welch discusses innovation in keynote speech

2010-11-03T13:46:27-05:00

Jack Welch, the former CEO of General Electric, discusses innovation at symposium at Boston University's School of Management. Welch says that although people often think innovation is limited to practical scientific advances, it's much more than that. It's about expansion. When you see something someone else has done, Welch says, you have to take it and bring it to new levels. To innovate something is as important as inventing it.

What root cause analysis tool is best for operators

2010-11-01T15:56:12-05:00

Carl March, reliability subject matter expert with Life Cycle Engineering, presents a novel approach to an age-old root cause analysis tool for operators - "Should-Actual-5 Whys" This installment is a part of a series of informative video lessons called "Reliability Made Simple."

ASQ recognizes individuals with most certifications

2010-11-01T08:41:38-05:00

The American Society for Quality (ASQ), the world’s largest network of quality resources and experts, is proud to recognize the quality professionals who currently hold the most ASQ certifications. In total there are 11 individuals who currently hold 14 out of 18 ASQ certifications.

Tougher competition demands smarter production methods

2010-11-01T08:38:03-05:00

The lead time from drawing board to finished product is getting ever shorter. And the consumer’s role in the product development process is becoming increasingly clear. Even large industrial corporations are pursuing a fast pace and are quick off the mark to bring customers into the loop in product development. When Swedish truck manufacturer Volvo Trucks decided to develop its new construction truck – the Volvo FMX – customer participation played a central role in the process.

Nordson names vice president of global continuous improvement

2010-10-28T15:32:50-05:00

Nordson Corporation on October 28 announced the appointment of James E. DeVries to the newly created enterprise-level position of vice president of global continuous improvement. Reporting directly to Nordson president and CEO Michael F. Hilton, DeVries will be tasked with driving profitable growth in all operating segments through elevation of Nordson’s ongoing continuous improvement and margin enhancement efforts.

Association for Manufacturing Excellence forms alliance with Productivity Alberta

2010-10-27T14:27:40-05:00

The Association for Manufacturing Excellence (AME) on October 27 announced its recently formed alliance with the Alberta government’s Productivity Alberta (PA) to increase manufacturers’ productivity.

Manufacturing and lean excellence at snowplow factory in Milwaukee

2010-10-25T15:54:25-05:00

WESTERN Snowplows business unit manager Dan Lovy takes you on a tour of the Western Products manufacturing facility in Milwaukee. WESTERN Snowplows is one of the few factories in the country using mixed-model production in their manufacturing process. This process gives customers greater product availability with less downtime.

Vermeer makes the most of its lean efforts

2010-10-22T07:17:11-05:00

Discover how Vermeer implements lean strategies, how it impacts the company's manufacturing process and how it extend the benefits of lean manufacturing on to its customers.

How GE puts lean principles to work

2010-10-20T15:00:47-05:00

GE's Rich Calvaruso explains how GE is putting lean manufacturing principles to work.

What is lean? The principles of lean manufacturing and lean office

2010-10-20T14:56:02-05:00

In this video, Peter Herku helps you understand the principles of lean manufacturing, lean office and lean management.

Learning lean concepts with LEGO figures

2010-10-15T07:13:09-05:00

"Lean Gone LEGO" is a short stop-animation film which delivers an insight into a better way of working in the manufacturing industry. Supported by the Australian Flexible Learning Framework's E-learning Innovations business activity, the project aims to empower workers to continuously come up with ideas to improve workplace productivity.

ASQ Lean and Six Sigma Conference focuses on customer satisfaction

2010-10-15T07:06:01-05:00

Organizations know the key to survival is maintaining a high level of customer satisfaction, because keeping customers is much easier than earning new ones. Those organizations also know that using lean and Six Sigma helps them to stay fiscally competitive. But now the task is combining financial stability and increased customer satisfaction. The quality community will have an opportunity to learn just that at ASQ’s 2011 Lean and Six Sigma Conference.

Recommendations and suggestions for 5-S auditing

2010-10-14T17:02:18-05:00

The fifth component of 5-S, Sustain, is all about developing the discipline to use and maintain the 5-S system on a daily basis everywhere within the organization. Sustain means understanding how 5-S eliminates organizational waste and then making the first four S’s a habit and part of the company’s culture. Sustain, for most organizations (even after the 5-S training and 5-S kaizen events), means 5-S audits.

Total Productive Maintenance in action

2010-10-14T16:54:18-05:00

A recent TPM project led by Mike Wroblewski enabled a plant team to take corrective and preventive actions by improving machine design. The end result was a more reliable, more efficient, safer machine available for making parts.

Continuous improvement approach reduces errors in records

2010-10-14T16:51:22-05:00

Routine floor audits and data-gathering protocols uncovered some surprises at MEDRAD: Up to 20 percent of all in-process device history record packets contained an error. This rate was particularly troubling because MEDRAD employees were double- and even triple-checking the required paperwork for the medical devices manufactured by the company to ensure accuracy. How did MEDRAD solve this problem? Read this case study and find out.

Value stream mapping: Example of doctor's office

2010-10-13T08:23:20-05:00

This video utilizes a verbal description of the process steps during a visit to the doctor's office to demonstrate value stream mapping and lean manufacturing techniques. This video is a great introduction to lean manufacturing and basic process improvement.

The value of Lean Six Sigma, and how to prove it

2010-10-07T09:07:36-05:00

This report provides information to help you convince your managers and co-workers about the value of Lean Six Sigma.

Beer Kaizen: A toast to continuous improvement

2010-10-06T10:22:33-05:00

You've seen Toast Kaizen and continuous improvement videos, but this is newest and best training video ... or at least ... it'll make the lean/industrial engineering/kaizen junkies laugh a little.

Xerox's Porter talks lean at the RELIABLE PLANT 2010 conference

2010-10-06T10:15:21-05:00

Xerox's Aqua Porter, vice president of Lean Six Sigma strategy at Xerox, reflects on her RELIABLE PLANT 2010 Lean Manufacturing keynote address and reveals the extent of social media in business.

Intel applies lean methods outside of the plant

2010-10-06T10:13:30-05:00

Intel's Site Materials group in New Mexico applied lean manufacturing principles to Albuquerque's Road-Runner Food Bank, dramatically improving the time it takes to pack food boxes.

Baldrige program name change emphasizes performance excellence

2010-10-06T08:40:48-05:00

After 23 years as the "Baldrige National Quality Program," the nation's public-private partnership dedicated to performance excellence has decided to highlight that mission with a new name – the Baldrige Performance Excellence Program. Concurrently, the Malcolm Baldrige National Quality Award will now be called the Malcolm Baldrige Award.

Developing a lean culture – an elements checklist

2010-09-27T16:23:53-05:00

All organizations have cultures, whether the leadership team has guided its development or the culture develops on its own. Culture can have a positive or negative impact on the organization's performance. Read this article by Larry Rubrich to find out how.

N. Carolina rug manufacturer weaves continuous innovation

2010-09-27T16:07:20-05:00

Capel Rugs has utilized Toyota Production System principles at its plant in Troy, N.C., to improve efficiency and its competitive edge. The results are more than $2 million in economic benefit.

Why you need to create a standard process for spare parts

2010-09-27T15:39:15-05:00

With a good Total Productive Maintenance program, you should develop standard processes that establish the method to determine what parts to keep on hand. Lean guru Mike Wroblewski explains the game plan in this informative column.

TPM and operator asset ownership: This is my equipment!

2010-09-27T15:35:17-05:00

The goal of this article is to show that a basic asset-centric care program can be an effective foundation for a fully functioning preventive and predictive maintenance and operator care program. Operator care correctly applied can make a profound contribution to any organization implementing a Six Sigma, continuous improvement or similar quality strategy.

Mark Graban comments on Toyota, other lean topics

2010-09-27T06:21:28-05:00

Host Mark Graban talks about a recent visit to Toyota as well as various other lean manufacturing topics during his weekly video blog.

An introduction to standard work in manufacturing

2010-09-22T13:07:43-05:00

This video provides knowledge and tools to apply standard work in a manufacturing setting.

Standard work is essential to implementation of lean on many levels. Tools provided and practiced include:

Production capacity
Work analysis chart
Job element sheet
Work combination table
Operator balance chart
Line balance chart

An open and honest culture at Thedacare, a lean story

2010-09-21T13:54:01-05:00

Dr. John Toussaint, author of the book "On the Mend", discusses lean in the healthcare industry.

Value stream mapping in the office

2010-09-17T14:40:33-05:00

Lean expert Cynthia Marsh-Croll of Croll Productive Synergy teaches how to use value stream mapping in an office environment to uncover waste and cut costs.

Experts discuss activity mapping and product/process maps

2010-09-17T14:38:12-05:00

Andy Carlino and Jamie Flinchbaugh of the Lean Learning Center discuss activity mapping and product/process maps and their use in business process improvement.

Quick Response Manufacturing as an alternative to lean

2010-09-17T09:18:15-05:00

Professor Suri tells about Quick Response Manufacturing at BoschScharnieren in Doetinchem, the Netherlands. QRM is a companywide strategy for lead-time reduction throughout the enterprise. Using QRM, companies have reduced their lead times by 80 to 90 percent. As a result, these companies have not only seen large increases in market share, but also experienced significant cost reduction and quality improvement. Although lean manufacturing techniques can be powerful in certain situations, for companies making low-volume or custom-engineered products, lean techniques do not apply too well. Quick Response Manufacturing can be a more effective competitive strategy for companies targeting such markets.

16 organizations to receive site visits for 2010 Baldrige Award

2010-09-13T07:21:21-05:00

The Panel of Judges for the Malcolm Baldrige National Quality Award, the nation’s highest recognition for organizational performance excellence, has selected 16 organizations for the final review stage for the 2010 Award. Starting next month, teams of business, education, health care and nonprofit experts will make site visits to two organizations in the manufacturing category, four in small business, one in service, one in education, seven in health care and one in non-profit. This is the first year since the addition of the newest category, non-profit (in 2007), in which organizations from all six categories will receive site visits.

Comparing cycle time vs. takt time

2010-09-13T07:15:25-05:00

This video takes a look at cycle time vs. takt time. Find more forms and lean manufacturing tools at Lean Widgets. This form specifically can help you determine which processes and operations are outside of the customer requirements, also known as takt time.

Northrop Grumman improves its business with Six Sigma

2010-09-10T14:57:44-05:00

Global defense company Northrop Grumman builds efficiencies and reduces costs using Six Sigma.

Pittsburgh Glass Works hires lean manufacturing expert to head quality efforts

2010-09-07T13:29:34-05:00

Pittsburgh Glass Works (PGW) LLC, a world-leading supplier of automotive glass and services, announced September 7 that the company is taking proactive steps to enhance quality systems in order to meet customer needs and continue to be a leader in the industry.

Lean methods and safety help manufacturers survive in tough times

2010-09-07T13:17:18-05:00

With manufacturers across the country looking to save costs in every place possible, it's no wonder that lean manufacturing and safety have become the cornerstone of financially responsible business practices. Saving thousands on inventory, resources and workers' compensation claims, these programs have aided many companies in surviving the recession. The 2010 Compensation Data Manufacturing survey results found that 69.7 percent of manufacturing companies utilize lean manufacturing practices.

Learn from inspirational keynote speakers at AME conference

2010-09-07T13:05:41-05:00

As many manufacturers begin their journey through an economic recovery phase, it is vital to uphold a solid organizational foundation that will help create and sustain global success. Building excellence inside is inevitable at the 2010 International Excellence Inside Conference, hosted by the Association for Manufacturing Excellence (AME).

An exploration of the Define phase of DMAIC

2010-09-07T08:30:37-05:00

This episode in the "Six Sigma Made Easy" series provides information on the Define phase of DMAIC.

'Management by Wandering Around,' according to Tom Peters

2010-09-07T08:28:41-05:00

Tom Peters recounts how he discovered the term MBWA, "Managing by Wandering Around", in the late 1970s, and argues for you to practice it.

Mark Graban shares news and notes on lean manufacturing

2010-09-07T08:24:25-05:00

Host Mark Graban talks about and shares clips about posts, podcasts and videos related to lean manufacturing on LeanBlog.org.

The benefits of standard work and standardized instructions

2010-08-31T16:46:25-05:00

Chris Oginski, director of manufacturing at Sturgis Molded Products, offers advice to manufacturers regarding standard work and the benefits involved.

Manufacturing director clarifies misconceptions on lean

2010-08-31T16:44:18-05:00

Chris Oginski, director of manufacturing at Sturgis Molded Products, clarifies misconceptions of lean manufacturing and how you can get started.

Iowa manufacturer shows off its commitment to lean manufacturing, renewable energy

2010-08-26T14:39:20-05:00

Iowa Senator Chuck Grassley recently visited Hy-Capacity, a family-owned manufacturer headquartered in Humboldt, Iowa. Hy-Capacity, a remanufacturer of tractor components headquartered in Humboldt, recently broke ground on a 30,000-square-foot expansion of its manufacturing facility. The company has implemented a lean manufacturing philosophy to maximize efficiency and reduce waste.

Worker retention strategies at Mid-States Aluminum

2010-08-26T07:55:19-05:00

Sue Roettger, director of human resources for Mid-States Aluminum in Fond du Lac, Wis., discusses this company's outlook on worker retention, lean manufacturing, Six Sigma and helping employees capitalize on their strengths.

Pascal Dennis talks about lean book 'The Remedy'

2010-08-24T14:23:03-05:00

"The Remedy" is a powerful business fable that shows you how to spread lean business practices to every function of your business. Author Pascal Dennis is a lean business learner and practitioner who has written four books on the subject of lean business practices. In "The Remedy", he shows how lean business practices can be expanded from manufacturing to all the other areas of your business-including design, engineering, sales, and marketing and all processes in between-and how doing so builds a more efficient organization at every level.

James Womack to step down as CEO of Lean Enterprise Institute in September

2010-08-24T14:06:12-05:00

The non-profit Lean Enterprise Institute (LEI) on August 24 announced a CEO succession plan in which James P. Womack, Ph.D., founder, chairman and CEO, will step down on September 27, 2010. Womack, who led the MIT research team that coined the term “lean production,” founded LEI in 1997 to advance lean principles around the world and in all types of businesses.

A plain English guide to modern manufacturing methods

2010-08-23T09:05:59-05:00

With customer demands shifting constantly on a global scale, manufacturers must utilize a number of strategies to maximize their profits and continue to compete. As this article suggests, the three major goals of reducing cost, maintaining quality and accelerating production are achieved through the combined efforts of lean manufacturing theories, Six Sigma methodologies and flexible processes.

TPM is most difficult of all lean tools to implement

2010-08-23T09:01:24-05:00

Without a doubt, Total Productive Maintenance is hard to implement. However, the payback from this implementation – in terms of on-time delivery, reduced scrap, improved productivity and improved associate morale – is probably greater than any of the other lean tools. This article from lean guru Larry Rubrich reviews these challenging implementation issues and considers possible solutions.

Six Sigma helps Crown Equipment save nearly $1.5 million

2010-08-23T08:51:13-05:00

Even with decades of success that has made Crown the world's top-selling producer of electric lift trucks, the Ohio-based manufacturer still recently found ways to use Six Sigma strategies to improve processes, reduce scrap and gas usage, and fine-tune operations. The company now has 18 certified Six Sigma green belts and 15 black belts in its North American manufacturing facilities striving to lead the corporation toward even further improvement.

Airbus turns to Porsche for advice on applying lean techniques

2010-08-12T08:06:41-05:00

Airbus SAS’s head of operations, Gerald Weber, is taking lessons from his former employers in the car industry to cut production time on the A350 model and avoid the years of delay the plane maker suffered on the A380 program.

Oklahoma to offer free lean training for state businesses

2010-08-12T08:01:30-05:00

The University of Oklahoma Lean Institute will officially launch its new Lean and Green training program for Oklahoma businesses in fall 2010. Lean and Green teaches organizations how to identify and eliminate environmental waste from their own operations through three intensive days of training spread over 10 to 12 weeks. Visit www.lean.ou.edu to learn more.

Florida city government utilizing lean manufacturing principles

2010-08-12T07:44:51-05:00

The city of Cape Coral, Fla., is creating a model of excellence in lean city government by implementing lean waste-free (Toyota Production System) principles. Cape Coral began transforming in August 2007 by using kaizen methodologies to establish new breakthrough processes. The results are in the millions, exceeding any Baldrige Award winner by setting ROI of 20X.

Productivity initiatives in the agri-processing industry

2010-08-12T07:40:36-05:00

This video explores how automation and lean manufacturing are enabling productivity enhancements in the agri-processing industry.

Lean logistics and supply chain workbook explains how to improve responsiveness

2010-08-11T09:23:06-05:00

Despite the substantial progress many organizations have made using lean management techniques to improve internal operations, they have paid little attention to launching lean transformations in their external links to downstream customers and upstream suppliers.