Sensors are mechanical devices that are sensitive to their environment, and that communicate information about what they detect. Sensors can detect pressure, temperature, speed, and a host of other things. Sensors are commonly linked to either an alarm of some sort (a buzzer when a seat belt is not fastened), or a poka yoke device (key won’t turn if the sensor notices that the car is not in park). The level of sophistication of sensors Read more…
A manufacturing fixture holds parts during the manufacturing process. Fixtures come in a wide range of types. In their simplest form, they may be a series of pins sticking up from a flat surface to keep a part from sliding. They can also be much more complicated, with a series of mechanical or hydraulic clamps to lock a part down into an automated rotating frame. For Lean application, think simplicity first. Most often, a manufacturing Read more…
The standard work process is a critical piece in the implementation of Lean manufacturing programs. It helps to stabilize a process and it provides a basis for continuous improvement. No matter how good something is, though, there is always a cost to it. For standard work, the price can come in the form of hard feelings and subsequent lack of engagement that it can cause in some employees. In fact, the same aspect of standard Read more…
Many years ago, when I was a lieutenant in the Army, I was responsible for a motor pool—a military word for a glorified lot where the unit parked its forty trucks when they weren’t in use. Every Friday afternoon, my sergeants and I managed the cleanup of the motor pool. As I am sure you can imagine, the 18 and 19 year old soldiers were ready to start their weekend. They were less than enthusiastic Read more…
To understand problem solving, one must first have a clear definition of what a problem actually is. A problem is simply a gap between an expectation and reality. The most common way people look at this relationship is that they focus on a change in performance, meaning that the reality side of the equation shifts. For example, consider a process that used to be capable of meeting a quality standard. If something changes, the output Read more…
Evidence is the data that supports a theory. It is what separates opinion from fact. Lean relies heavily on problem solving to make improvements. In order to get to the root cause of a problem, people in Lean companies must act like detectives, uncovering evidence to understand processes better. Evidence is the objective information about the “Event” in the How-You-Think-Links. This behavior model links an event to its interpretation, emotion, decision, and action to come Read more…
On the job emotions are rarely talked about. But let’s begin with emotion in general. Emotion is something that we are all familiar with. It is the internal reaction we have to things- the shriek when you win the lottery, the gasp at bad news, and the anger when someone tells us we are going to have to change our process. Job emotions, though, tend not to be outwardly expressed. People might burst into song Read more…
8D Analysis is a problem-solving methodology. It takes a step by step approach to identify the root cause of a problem and permanently eliminate it. Because there is a cost in terms of time and effort in using a formal methodology such as 8D analysis, it is usually only done when there is a project with a large scope or a sizeable risk. Small, low-risk projects tend to require a less structured approach. See also: Read more…
The scientific method is one of many problem solving techniques. There are 5 basic steps to the scientific method. Observation: Gather facts and data about a situation. Form a hypothesis: In this step of the scientific method, the user makes a statement about what is happening and why. In effect, it is where a potential root cause of a problem is identified. Hypotheses are stated as fact. “We lose 7% of our customers each year Read more…
Great Lean practitioners and change agents know the same thing about implementing kaizen that a carpenter does about his trade. You have to use the right tool for the right job. When building cabinets, a woodworker relies on tools other than his hammer. Lean companies should look to tools other than the week-long kaizen project when implementing Lean. Unfortunately, for many people, kaizen, has become synonymous with ‘five day improvement event’. These projects may also Read more…
When Lean starts in an organization, it is normally emphasized in production areas, typically the shop floor and then customer-facing administrative areas. As those areas improve, the form and level of help they receive from the supporting functions can lag. The Lean organizations can feel trapped. Unlike the relationship with a non-performing vendor, they are likely stuck with their internal suppliers.
Discussions about continuous improvement frequently mention the term ‘waste’ which is anything that doesn’t add value. But how often are the seven wastes in Lean discussed with respect to managing teams? Leadership, like operations or any other process, uses resources. Doesn’t it make sense to figure out ways to lead teams more effectively by using the least amount of time and energy? In an attempt to take a look at this subject through a familiar Read more…