Definition Lean Production
lean manufacturing definition, plus glossary of lean terms from Andon to Yamazumi.
Definition Lean Production
This glossary of lean manufacturing terms, whilst not exhaustive, will provide explanations to many of the terms used in your lean manufacturing training.
The definitions contained here may have slightly differing meanings, dependant upon the context in which they are used but as a general guide you will find them pretty accurate.
A form of automation in which machinery automatically inspects each item after producing it, ceasing production and notifying humans if a defect is detected; Toyota expands the meaning of jidohka to include the responsibility of all workers to function similarly, i.e. to check every item produced and to make no more if a defect is detected, until the cause of the defect has been identified and corrected.
or Production Smoothing is a technique used to adapt production to naturally fluctuating customer demand. The Japanese word HEIJUNKA (pronounced hey June kah), means literally “make flat and level.” Customer demand must be met with the customer’s preferred delivery times, but customer demand is “bumpy,” while factories prefer “level,” or stable production. So, a manufacturer needs to try and smooth out these bumps in production.
A strategic decision-making tool that focuses resources on the critical initiatives necessary to accomplish the business objectives of the firm. Using visual matrix diagrams, three to five key objectives are selected while all others are clearly deselected. The selected objectives are translated into specific projects and deployed down to the implementation level in the firm – see genba kanri. Progress toward the key objectives is then measured on a regular basis against clear targets. “Hoshin” translates literally as ‘shining metal’ or more poetically as ‘the glint from the spear of a forward guide that leads the way’ and “kanri” means ‘control’.
as a part of a successful Kaizen strategy, “improvement” goes beyond the dictionary definition of the word. Improvement is a mindset of maintaining and improving standards. In a still broader sense, improvement can be defined as Kaizen and Innovation, where a Kaizen strategy maintains and improves working standards through small, gradual improvements, and innovation calls for radical improvements as a result of large investments in technology, processes, and/or equipment. The Kaizen strategy clearly delineates responsibilities: workers are to maintain standards, and managers are to improve standards. The Japanese perception of management boils down to one precept: maintain and improve standards.
Kaizen with outside help – a “fresh pair of eyes” approach to kaizen to complement the improvement ideas of those carrying out production tasks day-by-day. Outsiders (for example, from a customer) help the production team to eliminate waste. Process improvement engineers going into suppliers are sometimes described as “jishuken teams”.
Key Performance Indicators. Vital measurement tools showing how the business is performing, from shop floor, or Gemba level feeding right up into company targets and goals.
Kaizen – the philosophy of continual improvement, that every process can and should be continually evaluated and improved in terms of time required, resources used, resultant quality, and other aspects relevant to the process. When applied to the workplace, Kaizen means continuing improvement involving everyone – managers and workers alike. Kaizen is not limited to manufacturing systems only. It also means continuing improvement in personal life, home life, social life, and working life.
a communication tool in the “just-in-time” production and inventory control system which authorizes production or movement. It was developed by Taiichi Ohno at Toyota.
Kanban is a card or signboard ( or any other authorizing device) that is attached to specific parts in the production line signifying the delivery of a given quantity.
The quantity authorized per individual kanban is minimal, ideally one. The number of circulating or available kanban for an item is determined by the demand rate for the item and the time required to produce or acquire more.
This number generally is established and remains unchanged unless demand or other circumstances are altered dramatically; in this way inventory is kept under control while production is forced to keep pace with shipment volume.
A routine exception to this rule is that managers and workers are continually exhorted to improve their processes and thereby reduce the number of kanban required.
the philosophy of continually reducing waste in all areas and in all forms; an English phrase coined to summarize Japanese manufacturing techniques (specifically, the Toyota Production System).
Equalizing cycle times [productive capacity, assuming 100% capacity utilization] for relatively small units of the manufacturing process, through proper assignment of workers and machines; ensures smooth production flow.
capability to produce a variety of models, that in fact differ in labor and material content, on the same production line; allows for efficient utilization of resources while providing rapid response to marketplace demands.
smooth production flow, ideally one piece at a time, characterized by synchronization [balancing] of production processes and maximum utilization of available time, including overlapping of operations where practical.
The Japanese have very different ways of conducting business meeting. Before a formal meeting starts, participants have already drawn conclusions regarding information to be presented at the meeting. This is called nemawashi (prior consultation).
This system was developed to avoid discrepancies, and gain agreement from everyone in advance, when making a decision in formal meeting. It is also to keep the relationship harmonious.
Nemawashi is best used to let people of differing opinions have time to adjust their opinions. When the principles of nemawashi are put into effect first, people have the time to adjust opinions beforehand without wasting time.
The main fear people have of nemawashi is its use in politics. People are worried that decisions are sometimes made behind the scenes, instead of out in the open. It is therefore seen as an undemocratic process.
an adaptation of the Deming wheel. While the Deming wheel stresses the need for constant interaction among research, design, production, and sales, the PDCA Cycle asserts that every managerial action can be improved by careful application of the sequence: plan, do, check, action (see also SDCA Cycle).
a refinement of the PDCA Cycle wherein management decides first to establish the standard before performing the regular PDCA function.
the name of a Japanese management practice taken from the Japanese words “sei”, which means manufacturing, and “ban”, which means number. A Seiban number is assigned to all parts, materials, and purchase orders associated with a particular customer job, or with a project, or anything else.
This enables a manufacturer to track everything related with a particular product, project, or customer. It also facilitates setting aside inventory for specific projects or priorities. That makes it great for project and build-to-order manufacturing.
work required to change over a machine or process from one item or operation to the next item or operation; can be divided into two types:
continually optimizing the number of workers in a work center to meet the type and volume of demand imposed on the work center; shojinka requires workers trained in multiple disciplines; work center layout, such as U-shaped or circular, that supports a variable number of workers performing the tasks in the layout; the capability to vary the manufacturing process as appropriate to fit the demand profile.
Six Sigma is a term used to describe a measure of quality control that is higher than “normal”. The manufacturer generally associated with starting Six Sigma programs is General Electric.
Six Sigma is a methodology that is intended to reduce process variation to within a limit that will result in 3.4 defects per million samples or less.
A tool used during the diagnostic phase of implementation showing the relationships and relative spheres of individuals and groups within an organization.
Tactical Implementation Plan. Derived from the route map, a TIP is a shorter term plan, typically covering 3 – 6 months, containing actionable steps to turn strategy into actuality.
organized Kaizen activities involving everyone in the company – managers and workers – in a totally integrated effort toward improving performance at every level. This improved performance is directed toward satisfying such cross-functional goals as quality, cost, scheduling, manpower development, and new product development. It is assumed that these activities ultimately lead to increased customer satisfaction. (Also referred to as CWQC – Company-Wide Quality Control.)
Changed from the true form, Toyoda, meaning abundant rice field, by the Toyota marketing department. Toyoda is the family name of the founders of the Toyota Motor Company.
world class manufacturing is the philosophy of being the best, the fastest, and the lowest cost producer of a product or service. It implies the constant improvement of products , processes, and services to remain an industry leader and provide the best choice for customers, regardless of where they are in the process.
Meaning literally “to pile in heaps”, a yamazumi board is a tool to achieve line balance, with strips of paper or card representing particular tasks.
“Magnetic strips of varying width are stacked one on top of the other forming several columns across the board. A scale of seconds is marked off beside the columns, and a pink thread is pulled taunt across the board at the 65 second level – the takt time. Each strip represents the time it takes for an assembly team member to complete a task; each column represents total time for a complete process.
Whenever process rebalancing needs to be done because of increased production or a new product introduction, tasks can be quickly rearranged. Also, any underutilization of a team member’s time can be recognized immediately by seeing a column that does not make it up to the pink thread.”
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The definitions contained here may have slightly differing meanings, dependant upon the context in which they are used but as a general guide you will find them pretty accurate.
A form of automation in which machinery automatically inspects each item after producing it, ceasing production and notifying humans if a defect is detected; Toyota expands the meaning of jidohka to include the responsibility of all workers to function similarly, i.e. to check every item produced and to make no more if a defect is detected, until the cause of the defect has been identified and corrected.
or Production Smoothing is a technique used to adapt production to naturally fluctuating customer demand. The Japanese word HEIJUNKA (pronounced hey June kah), means literally “make flat and level.” Customer demand must be met with the customer’s preferred delivery times, but customer demand is “bumpy,” while factories prefer “level,” or stable production. So, a manufacturer needs to try and smooth out these bumps in production.
A strategic decision-making tool that focuses resources on the critical initiatives necessary to accomplish the business objectives of the firm. Using visual matrix diagrams, three to five key objectives are selected while all others are clearly deselected. The selected objectives are translated into specific projects and deployed down to the implementation level in the firm – see genba kanri. Progress toward the key objectives is then measured on a regular basis against clear targets. “Hoshin” translates literally as ‘shining metal’ or more poetically as ‘the glint from the spear of a forward guide that leads the way’ and “kanri” means ‘control’.
as a part of a successful Kaizen strategy, “improvement” goes beyond the dictionary definition of the word. Improvement is a mindset of maintaining and improving standards. In a still broader sense, improvement can be defined as Kaizen and Innovation, where a Kaizen strategy maintains and improves working standards through small, gradual improvements, and innovation calls for radical improvements as a result of large investments in technology, processes, and/or equipment. The Kaizen strategy clearly delineates responsibilities: workers are to maintain standards, and managers are to improve standards. The Japanese perception of management boils down to one precept: maintain and improve standards.
Kaizen with outside help – a “fresh pair of eyes” approach to kaizen to complement the improvement ideas of those carrying out production tasks day-by-day. Outsiders (for example, from a customer) help the production team to eliminate waste. Process improvement engineers going into suppliers are sometimes described as “jishuken teams”.
Key Performance Indicators. Vital measurement tools showing how the business is performing, from shop floor, or Gemba level feeding right up into company targets and goals.
Kaizen – the philosophy of continual improvement, that every process can and should be continually evaluated and improved in terms of time required, resources used, resultant quality, and other aspects relevant to the process. When applied to the workplace, Kaizen means continuing improvement involving everyone – managers and workers alike. Kaizen is not limited to manufacturing systems only. It also means continuing improvement in personal life, home life, social life, and working life.
a communication tool in the “just-in-time” production and inventory control system which authorizes production or movement. It was developed by Taiichi Ohno at Toyota.
Kanban is a card or signboard ( or any other authorizing device) that is attached to specific parts in the production line signifying the delivery of a given quantity.
The quantity authorized per individual kanban is minimal, ideally one. The number of circulating or available kanban for an item is determined by the demand rate for the item and the time required to produce or acquire more.
This number generally is established and remains unchanged unless demand or other circumstances are altered dramatically; in this way inventory is kept under control while production is forced to keep pace with shipment volume.
A routine exception to this rule is that managers and workers are continually exhorted to improve their processes and thereby reduce the number of kanban required.
the philosophy of continually reducing waste in all areas and in all forms; an English phrase coined to summarize Japanese manufacturing techniques (specifically, the Toyota Production System).
Equalizing cycle times [productive capacity, assuming 100% capacity utilization] for relatively small units of the manufacturing process, through proper assignment of workers and machines; ensures smooth production flow.
capability to produce a variety of models, that in fact differ in labor and material content, on the same production line; allows for efficient utilization of resources while providing rapid response to marketplace demands.
smooth production flow, ideally one piece at a time, characterized by synchronization [balancing] of production processes and maximum utilization of available time, including overlapping of operations where practical.
The Japanese have very different ways of conducting business meeting. Before a formal meeting starts, participants have already drawn conclusions regarding information to be presented at the meeting. This is called nemawashi (prior consultation).
This system was developed to avoid discrepancies, and gain agreement from everyone in advance, when making a decision in formal meeting. It is also to keep the relationship harmonious.
Nemawashi is best used to let people of differing opinions have time to adjust their opinions. When the principles of nemawashi are put into effect first, people have the time to adjust opinions beforehand without wasting time.
The main fear people have of nemawashi is its use in politics. People are worried that decisions are sometimes made behind the scenes, instead of out in the open. It is therefore seen as an undemocratic process.
an adaptation of the Deming wheel. While the Deming wheel stresses the need for constant interaction among research, design, production, and sales, the PDCA Cycle asserts that every managerial action can be improved by careful application of the sequence: plan, do, check, action (see also SDCA Cycle).
a refinement of the PDCA Cycle wherein management decides first to establish the standard before performing the regular PDCA function.
the name of a Japanese management practice taken from the Japanese words “sei”, which means manufacturing, and “ban”, which means number. A Seiban number is assigned to all parts, materials, and purchase orders associated with a particular customer job, or with a project, or anything else.
This enables a manufacturer to track everything related with a particular product, project, or customer. It also facilitates setting aside inventory for specific projects or priorities. That makes it great for project and build-to-order manufacturing.
work required to change over a machine or process from one item or operation to the next item or operation; can be divided into two types:
continually optimizing the number of workers in a work center to meet the type and volume of demand imposed on the work center; shojinka requires workers trained in multiple disciplines; work center layout, such as U-shaped or circular, that supports a variable number of workers performing the tasks in the layout; the capability to vary the manufacturing process as appropriate to fit the demand profile.
Six Sigma is a term used to describe a measure of quality control that is higher than “normal”. The manufacturer generally associated with starting Six Sigma programs is General Electric.
Six Sigma is a methodology that is intended to reduce process variation to within a limit that will result in 3.4 defects per million samples or less.
A tool used during the diagnostic phase of implementation showing the relationships and relative spheres of individuals and groups within an organization.
Tactical Implementation Plan. Derived from the route map, a TIP is a shorter term plan, typically covering 3 – 6 months, containing actionable steps to turn strategy into actuality.
organized Kaizen activities involving everyone in the company – managers and workers – in a totally integrated effort toward improving performance at every level. This improved performance is directed toward satisfying such cross-functional goals as quality, cost, scheduling, manpower development, and new product development. It is assumed that these activities ultimately lead to increased customer satisfaction. (Also referred to as CWQC – Company-Wide Quality Control.)
Changed from the true form, Toyoda, meaning abundant rice field, by the Toyota marketing department. Toyoda is the family name of the founders of the Toyota Motor Company.
world class manufacturing is the philosophy of being the best, the fastest, and the lowest cost producer of a product or service. It implies the constant improvement of products , processes, and services to remain an industry leader and provide the best choice for customers, regardless of where they are in the process.
Meaning literally “to pile in heaps”, a yamazumi board is a tool to achieve line balance, with strips of paper or card representing particular tasks.
“Magnetic strips of varying width are stacked one on top of the other forming several columns across the board. A scale of seconds is marked off beside the columns, and a pink thread is pulled taunt across the board at the 65 second level – the takt time. Each strip represents the time it takes for an assembly team member to complete a task; each column represents total time for a complete process.
Whenever process rebalancing needs to be done because of increased production or a new product introduction, tasks can be quickly rearranged. Also, any underutilization of a team member’s time can be recognized immediately by seeing a column that does not make it up to the pink thread.”
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Lean Management Systems
The system that Alfred Sloan created at GM was built on the theory of management as a distinct profession, separate from engineering and other specialties. Womack's View of Modern vs. Lean Management. Jim Womack's ...
Lean Management Systems
ShareMany years ago one of the first books I read on management was Peter Drucker’s The Practice of Management. In it Drucker defined and extolled the virtues of the management profession and gave credit to Alfred Sloan the longtime CEO of General Motors for developing the model of professional management in much the same way we speak of Toyota today. The system that Alfred Sloan created at GM was built on the theory of management as a distinct profession, separate from engineering and other specialties.
Jim Womack’s (founder of LEI Institute) recent book, Gemba Walks, contains a number of interesting and helpful short essays. These are Womack’s more recent meditations on the implementation of lean management. One of the more interesting, in my view, is his essay on Modern Management vs. Lean Management in which he contrasts the system of management build by Sloan at GM and lean management as it was built at Toyota.
What then is the contrast between the “modern management” of Sloan and the lean management of Toyota/Honda? These are the contrasts that Womack describes:
This is a great list and you could literally write a book with a chapter on each of these contrasts. Let me make a few comments on these contrasts by putting them in the context of a matrix I have long used to describe the transformations of organization cultures from the family farm forward.
Modern management at General Motors created a social class system, a disunity or social strata, and that disunity was the ultimate cause of collapse, as it has been in every civilization.
Those of you who have participated in one of my seminars have no doubt heard me discuss the idea of sociobiology, that there are not only physical, but behavioral characteristics that are genetically passed on because of their contribution to our survival. For most of human history, beginning on the Serengeti Plains of Africa where we hunted antelope in small tribal groups, human beings have worked in family units. The family farm and the small craft shop structure are only the more recent examples of work systems where there was high social intimacy, high interdependence, and high trust.
This so-called modern management that Womack speaks of began at Ford with the specialization and separation of work and management, the separation of doing versus deciding, and the isolation of workers who were instructed to “do your own work.” his instilled fear and created the loss of the social intimacy that had become the “natural” work environment fo the human species over the previous millions of years. The work system and organizations of both Ford and Sloan had become contrary to human nature. This led to the natural rebellion, the need for assoo
ciation, the need for “brothers” in the union as inner city youth seek the safety and security of their brothers and sisters in gangs. Seeking security in groups is healthy psychological survival behavior in the presence of isolation and fear.
The industrial revolution and the revolution in management and organization had created great gains in productivity, economic efficiency, but had destroyed the social intimacy necessary to well functioning human beings and well functioning social systems.
Each of Womack’s contrasts between “modern management” and lean can be seen in this light. Decisions being made remotely versus decisions on the spot is another way of describing the class system, the alienation of leader and led, top to bottom, which almost always results in rebellion from below. The same is true for “staffs improving the process versus teams and those close to the work” improving the process. Similarly, standardization by staff groups versus standardization by line managers and those doing the work is another symptom of the this vertically disengaged culture. Experiments by those doing the work, versus imposed plans from above is the same. Each of these contrasts described by Womack illustrate how lean management is solving the social and psychological alienation created by both Ford and Sloan.
While I generally agree with Womack’s analysis he does leave out an important historical context. The system of production created by Henry Ford was a great advance over craft-shop production in economic efficiency. Resources were made more productive – capital, labor and materials. However, as that system conquered the world of manufacturing it led to the excess of specialization or fragmentation of work, the dis-empowerment of workers, inhuman working conditions, bullying supervision and the natural response of unionization as a counter force. Ford’s system, still extolled by Toyota, became barbaric.
Similarly, there was much initial good in the system of management created by Alfred Sloan. Ford’s system did not provide for the management of a large differentiated organization and the integration of diverse and complex functions. The General Motors system added this capability by creating accounting and control systems that enabled the design of a diverse range of cars, sharing many parts, and utilizing shared engineering and production facilities. GM developed a superior system of administration and this is why GM overtook Ford and became the leading manufacturer of automobiles. It wasn’t until Ford hired Robert McNamara and “the Wiz Kids” after World War II that Ford developed its own system of management.
General Motors not only developed a system of integrated organization, but they promoted and developed professional managers. An entire hierarchy and departments of professional managers emerged. Power and decision making shifted from the engineers to the professional managers, accountants and strategic planners. However, just as happened at Ford, excess pride in their system led to the assumption that all things could be solved by professional accounting and strategic planning systems. Unfortunately for GM, none of those systems of “modern management” as Womack calls them, could engineer a superior car or produce one with few defects. Both GM and Ford grew to place excess faith in their accounting and administrative systems and failed to focus on the core skills of engineering and manufacturing.
This historical context is important because each management theory or system has its day and makes its contribution. And then, their methods tend to become mechanical, bureaucratic, a set of standardized and unthinking procedures that blind their followers to new methods. And are there no signs of the same in lean implementation? Is 5S, standard work, and other methods becoming bureaucratized? Are lean practitioners a little too certain about what they think they know?
The miracle of lean organizations is the achievement of both economic efficiency and social intimacy. This can truly be labeled “the high performing organization” because it not only serves the needs of customers but also the needs of the people within the organization. It achieves not only business performance, but it enables the realization of human potential. It is not only a technical system, but a social system.
The power of well functioning teams, at every level, is that they are the key to creating unity of social intimacy and economic efficiency. Teams are the family unit of modern organization. Having done some work at both Ford and General Motors I can tell you that the psychological isolation was not only symptomatic on the factory floor, but in senior management ranks as well. They were not safe environments. Isolation, whether a worker at one machine in the factory, or within the confining walls of an executive office, leads to fear and distrust. The elimination of walls and silos must be both horizontal, between departments, as well as between levels of management and employees. Disunity must be replaced by social unity.
At this same time I was involved at Honda in Marysville and the social unity between leaders and led was obvious and in stark contrast to the alienation at GM and Ford. The arrogance of “professional management” was gone and replaced by a deep respect for those who did the value adding work on-the-spot.
I am seeing lean implementations that address front line work processes, but fail to recognize the social illnesses that have been created over many years of fragmented organization, the dead carcass of so-called modern management. The principles of lean management that Womack articulates can heal that illness.
This entry was posted in Corporate Culture, leadership, Lean Culture, Lean Health Care, lean management, Lean Manufacturing, Organizational Behavior Management and tagged Ford, Gemba Walks, General Motors, Honda, James Womack, Jim Womack, leadership, Lean culture, lean leadership, lean management, lean organization, LEI Institute, Self-directed teams, Teams, Toyota. Bookmark the permalink.
I observe that many of our heavy manufacturing managers don’t know how or feel uncomfortable in the ‘social intimacy’ role of asking questions, coaching, and being close enough but not too close to colleagues.
Some suggest that the decline of inter-generational group activities is a factor – like participation in a local church, scouting, bowling leagues, extended family/friend hunting-fishing-camping trips that were part of my youth. So younger folk today have electronic and virtual friends but don’t see group interaction and facilitation.
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Jim Womack’s (founder of LEI Institute) recent book, Gemba Walks, contains a number of interesting and helpful short essays. These are Womack’s more recent meditations on the implementation of lean management. One of the more interesting, in my view, is his essay on Modern Management vs. Lean Management in which he contrasts the system of management build by Sloan at GM and lean management as it was built at Toyota.
What then is the contrast between the “modern management” of Sloan and the lean management of Toyota/Honda? These are the contrasts that Womack describes:
This is a great list and you could literally write a book with a chapter on each of these contrasts. Let me make a few comments on these contrasts by putting them in the context of a matrix I have long used to describe the transformations of organization cultures from the family farm forward.
Modern management at General Motors created a social class system, a disunity or social strata, and that disunity was the ultimate cause of collapse, as it has been in every civilization.
Those of you who have participated in one of my seminars have no doubt heard me discuss the idea of sociobiology, that there are not only physical, but behavioral characteristics that are genetically passed on because of their contribution to our survival. For most of human history, beginning on the Serengeti Plains of Africa where we hunted antelope in small tribal groups, human beings have worked in family units. The family farm and the small craft shop structure are only the more recent examples of work systems where there was high social intimacy, high interdependence, and high trust.
This so-called modern management that Womack speaks of began at Ford with the specialization and separation of work and management, the separation of doing versus deciding, and the isolation of workers who were instructed to “do your own work.” his instilled fear and created the loss of the social intimacy that had become the “natural” work environment fo the human species over the previous millions of years. The work system and organizations of both Ford and Sloan had become contrary to human nature. This led to the natural rebellion, the need for assoo
Six Sigma Black Belt Training
Understanding the terms and terminologies of a concept is the basic learning step and lean is no exception. In order to gain a firm knowledge on Lean Six Sigma, it is very essential to realize the terms and terminologies used ...
Six Sigma Black Belt Training
Andon: Andon is a term from manufacturing that means a system used for notifying management, maintenance and other workers of a quality of process problem. An Andon system is a principle element in Lean approach.
Black Belt: Black Belts are official Team Leaders of Enterprise Wide projects. They form the first line of communication between Master Black Belts and Six Sigma Team Members, and Top Management and Six Sigma team members.
Bottleneck: Bottleneck is a process or a chain of processes where the capacity of an entire system is limited by a single or limited number of resources.
Changeover: Changeover is a process in lean that means the process of converting a machine from running one product to a different one. Quick changeovers in lean allow companies to move through an inventory flow.
Continuous Flow: Continuous flow in manufacturing means a strategy that is produced using JIT or Kanban production approach. In simple terms continuous flow is moving products from one system to other without separating them majorly.
ERP: Enterprise Resource Planning or ERP systems integrate internal and external management information throughout an entire organization. ERP systems automate various activities such as accounting, manufacturing, sales and so on using an integrated software application.
Genchi Genbutsu: Genchi Genbutsu literally means ‘go’ and ‘see’. In Lean approach, Genchi Genbutsu refers to a key approach used in problem solving. It means go and see the problem.
JIT: Just in Time or JIT is a popular lean operations practice. This is a Lean practiced principle that means materials should be delivered to the job site in the correct amount and at the correct time.
Lean Enterprise: Lean enterprise or lean manufacturing is an organization that engages in the process of waste elimination. In lean enterprise, the expenditure of resources for any set goal is considered as a target for elimination as compared to creation of value for customers.
LSSBB: LSSBB Stands for Lean Six Sigma Black Belt. LSSBB is a coveted certification in quality management that demonstrates one’s ability to deploy his skills learnt during the training program in enterprise wide projects and can approach for full time process excellence roles.
MES: Manufacturing Execution System or MES manages manufacturing operations in factories. It means a networked computing system that is used in order to automate production control and process automation.
OEE: Overall Equipment Effectiveness or OEE is a hierarchy of metrics developed by Seiichi Nakajima in 1960′s that measures the availability, performance efficiency, and quality rate of equipment.
Six Sigma: Six Sigma suggests reducing variations in a process. It is a standard approach and a measure of quality that focuses on achieving the state of near to perfection.
TQM: Total Quality Management or TQM as the terms suggests is a philosophy of management that pushes continuous improvement in the quality of products and processes.
TPM: Total Productive Maintenance or TPM is a maintenance system that addresses maintenance issues before they become major problems.
These are the most commonly used Lean terms and terminologies. To know more, you can visit Simplilearn’s Lean Six Sigma Black Belt Certification Training page. Simplilearn offers Lean Six Sigma Black Belt Certification training through its unique learning model that includes LSSBB Classroom training and Online LSSBB Certification training. One can also opt for 100% online LSSGB training.
simplilearn #Simplilearn.com hosts “#ProjectManagement+": goo.gl/wbGcT 21 hours ago · reply · retweet · favorite simplilearn Effectively #Communicating in your #Projects: Writing audience focussed emails: goo.gl/6KzX4 22 hours ago · reply · retweet · favorite simplilearn Thanks to everybody for making #PM+ a huge success. Please watch this space for more photos & info.
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Black Belt: Black Belts are official Team Leaders of Enterprise Wide projects. They form the first line of communication between Master Black Belts and Six Sigma Team Members, and Top Management and Six Sigma team members.
Bottleneck: Bottleneck is a process or a chain of processes where the capacity of an entire system is limited by a single or limited number of resources.
Changeover: Changeover is a process in lean that means the process of converting a machine from running one product to a different one. Quick changeovers in lean allow companies to move through an inventory flow.
Continuous Flow: Continuous flow in manufacturing means a strategy that is produced using JIT or Kanban production approach. In simple terms continuous flow is moving products from one system to other without separating them majorly.
ERP: Enterprise Resource Planning or ERP systems integrate internal and external management information throughout an entire organization. ERP systems automate various activities such as accounting, manufacturing, sales and so on using an integrated software application.
Genchi Genbutsu: Genchi Genbutsu literally means ‘go’ and ‘see’. In Lean approach, Genchi Genbutsu refers to a key approach used in problem solving. It means go and see the problem.
JIT: Just in Time or JIT is a popular lean operations practice. This is a Lean practiced principle that means materials should be delivered to the job site in the correct amount and at the correct time.
Lean Enterprise: Lean enterprise or lean manufacturing is an organization that engages in the process of waste elimination. In lean enterprise, the expenditure of resources for any set goal is considered as a target for elimination as compared to creation of value for customers.
LSSBB: LSSBB Stands for Lean Six Sigma Black Belt. LSSBB is a coveted certification in quality management that demonstrates one’s ability to deploy his skills learnt during the training program in enterprise wide projects and can approach for full time process excellence roles.
MES: Manufacturing Execution System or MES manages manufacturing operations in factories. It means a networked computing system that is used in order to automate production control and process automation.
OEE: Overall Equipment Effectiveness or OEE is a hierarchy of metrics developed by Seiichi Nakajima in 1960′s that measures the availability, performance efficiency, and quality rate of equipment.
Six Sigma: Six Sigma suggests reducing variations in a process. It is a standard approach and a measure of quality that focuses on achieving the state of near to perfection.
TQM: Total Quality Management or TQM as the terms suggests is a philosophy of management that pushes continuous improvement in the quality of products and processes.
TPM: Total Productive Maintenance or TPM is a maintenance system that addresses maintenance issues before they become major problems.
These are the most commonly used Lean terms and terminologies. To know more, you can visit Simplilearn’s Lean Six Sigma Black Belt Certification Training page. Simplilearn offers Lean Six Sigma Black Belt Certification training through its unique learning model that includes LSSBB Classroom training and Online LSSBB Certification training. One can also opt for 100% online LSSGB training.
simplilearn #Simplilearn.com hosts “#ProjectManagement+": goo.gl/wbGcT 21 hours ago · reply · retweet · favorite simplilearn Effectively #Communicating in your #Projects: Writing audience focussed emails: goo.gl/6KzX4 22 hours ago · reply · retweet · favorite simplilearn Thanks to everybody for making #PM+ a huge success. Please watch this space for more photos & info.
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The industrial revolution and the revolution in management and organization had created great gains in productivity, economic efficiency, but had destroyed the social intimacy necessary to well functioning human beings and well functioning social systems.
Each of Womack’s contrasts between “modern management” and lean can be seen in this light. Decisions being made remotely versus decisions on the spot is another way of describing the class system, the alienation of leader and led, top to bottom, which almost always results in rebellion from below. The same is true for “staffs improving the process versus teams and those close to the work” improving the process. Similarly, standardization by staff groups versus standardization by line managers and those doing the work is another symptom of the this vertically disengaged culture. Experiments by those doing the work, versus imposed plans from above is the same. Each of these contrasts described by Womack illustrate how lean management is solving the social and psychological alienation created by both Ford and Sloan.
While I generally agree with Womack’s analysis he does leave out an important historical context. The system of production created by Henry Ford was a great advance over craft-shop production in economic efficiency. Resources were made more productive – capital, labor and materials. However, as that system conquered the world of manufacturing it led to the excess of specialization or fragmentation of work, the dis-empowerment of workers, inhuman working conditions, bullying supervision and the natural response of unionization as a counter force. Ford’s system, still extolled by Toyota, became barbaric.
Similarly, there was much initial good in the system of management created by Alfred Sloan. Ford’s system did not provide for the management of a large differentiated organization and the integration of diverse and complex functions. The General Motors system added this capability by creating accounting and control systems that enabled the design of a diverse range of cars, sharing many parts, and utilizing shared engineering and production facilities. GM developed a superior system of administration and this is why GM overtook Ford and became the leading manufacturer of automobiles. It wasn’t until Ford hired Robert McNamara and “the Wiz Kids” after World War II that Ford developed its own system of management.
General Motors not only developed a system of integrated organization, but they promoted and developed professional managers. An entire hierarchy and departments of professional managers emerged. Power and decision making shifted from the engineers to the professional managers, accountants and strategic planners. However, just as happened at Ford, excess pride in their system led to the assumption that all things could be solved by professional accounting and strategic planning systems. Unfortunately for GM, none of those systems of “modern management” as Womack calls them, could engineer a superior car or produce one with few defects. Both GM and Ford grew to place excess faith in their accounting and administrative systems and failed to focus on the core skills of engineering and manufacturing.
This historical context is important because each management theory or system has its day and makes its contribution. And then, their methods tend to become mechanical, bureaucratic, a set of standardized and unthinking procedures that blind their followers to new methods. And are there no signs of the same in lean implementation? Is 5S, standard work, and other methods becoming bureaucratized? Are lean practitioners a little too certain about what they think they know?
The miracle of lean organizations is the achievement of both economic efficiency and social intimacy. This can truly be labeled “the high performing organization” because it not only serves the needs of customers but also the needs of the people within the organization. It achieves not only business performance, but it enables the realization of human potential. It is not only a technical system, but a social system.
The power of well functioning teams, at every level, is that they are the key to creating unity of social intimacy and economic efficiency. Teams are the family unit of modern organization. Having done some work at both Ford and General Motors I can tell you that the psychological isolation was not only symptomatic on the factory floor, but in senior management ranks as well. They were not safe environments. Isolation, whether a worker at one machine in the factory, or within the confining walls of an executive office, leads to fear and distrust. The elimination of walls and silos must be both horizontal, between departments, as well as between levels of management and employees. Disunity must be replaced by social unity.
At this same time I was involved at Honda in Marysville and the social unity between leaders and led was obvious and in stark contrast to the alienation at GM and Ford. The arrogance of “professional management” was gone and replaced by a deep respect for those who did the value adding work on-the-spot.
I am seeing lean implementations that address front line work processes, but fail to recognize the social illnesses that have been created over many years of fragmented organization, the dead carcass of so-called modern management. The principles of lean management that Womack articulates can heal that illness.
This entry was posted in Corporate Culture, leadership, Lean Culture, Lean Health Care, lean management, Lean Manufacturing, Organizational Behavior Management and tagged Ford, Gemba Walks, General Motors, Honda, James Womack, Jim Womack, leadership, Lean culture, lean leadership, lean management, lean organization, LEI Institute, Self-directed teams, Teams, Toyota. Bookmark the permalink.
I observe that many of our heavy manufacturing managers don’t know how or feel uncomfortable in the ‘social intimacy’ role of asking questions, coaching, and being close enough but not too close to colleagues.
Some suggest that the decline of inter-generational group activities is a factor – like participation in a local church, scouting, bowling leagues, extended family/friend hunting-fishing-camping trips that were part of my youth. So younger folk today have electronic and virtual friends but don’t see group interaction and facilitation.
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List of Lean Tools
Some call it TPS, after the Toyota Production System, while others attempt to define it by what it does. Lean reduces waste. Lean creates more efficient operations. Lean improves flow. Lean creates an improvement culture. Lean is about respect for people. Lean is a ... I've added this video to my list of free lean training videos. Posted by leansimulation at 9:52 PM ... Equally Massive List of Free Lean Videos! Helpful Lean Tools and Downloads · Introduce Yourself!
List of Lean Tools
There have been many attempts to define exactly what lean manufacturing is. Some call it TPS, after the Toyota Production System, while others attempt to define it by what it does.
Lean reduces waste. Lean creates more efficient operations. Lean improves flow. Lean creates an improvement culture. Lean is about respect for people. Lean is a tower in Italy. Lean identifies value. Lean makes problems visible.
How do you concisely describe something that many authors have written multiple books about? Lean's very simple and at the same time extremely complex. You'll recognize it when you see it. It's true that lean is about reducing time to the customer, improving the value-added portion of manufacturing and reducing waste. But when you get right down to looking at your process, lean is common sense. Reduce the number of touches. Reduce redundant work. Basic steps that make sense, yet for some reason, no one's gotten around to doing it yet.
Here's a short little video that might be useful for your next training session. A three minute video from SME that introduces lean in simple terms. It's a bit of an older video, but lean concepts are universal, not dependent on silly things like age. Although time is critical to determining efficient processes and calculating customer demand, but I digress. . . watch the video:
There's a little bit of fluff in the video. . . It's just a basic introduction to lean manufacturing. However, the part that stands out for me is the graphic showing the coin divided into value added and non value added work. Anyone that's done value stream mapping will understand this ratio. Traditional manufacturing tends to grow the coin to increase value added content and make more money. Lean turns that around by maintaining the size of the coin, but only growing the value-added portion. By focusing on reducing non value added activities, there's more room for money making processes, without adding more labour.
This coin graphic is a clear way to explain how efficient lean operations are not focused on reducing labour, but rather making more money with existing overhead. A work force worried about their jobs will never be engaged. I'll be using this graphic in my next explanation of lean, even if I have to sketch it out on a napkin.
5S (19) A3 (3) agile (14) DOE (1) excel (9) fun (10) game (50) games (1) home (2) jidoka (2) kaizen (18) kanban (23) lean (106) lean tool (25) lego (12) news (8) OEE (1) office (21) paper (23) picture (7) problem solving (1) question (2) RTY (2) six sigma (10) smed (2) software (16) standard work (9) team building (7) theory of constraints (8) training (22) value stream mapping (4) video (49) visual controls (8) waste (23) work balancing (16)
The owner of this website is a participant in the Amazon Services LLC Associates Program, an affiliate advertising program designed to provide a means for sites to earn advertising fees by advertising and linking leansimulations.org to Amazon properties including, but not limited to, amazon.com, endless.com, myhabit.com, smallparts.com, or amazonwireless.com.
Lean reduces waste. Lean creates more efficient operations. Lean improves flow. Lean creates an improvement culture. Lean is about respect for people. Lean is a tower in Italy. Lean identifies value. Lean makes problems visible.
How do you concisely describe something that many authors have written multiple books about? Lean's very simple and at the same time extremely complex. You'll recognize it when you see it. It's true that lean is about reducing time to the customer, improving the value-added portion of manufacturing and reducing waste. But when you get right down to looking at your process, lean is common sense. Reduce the number of touches. Reduce redundant work. Basic steps that make sense, yet for some reason, no one's gotten around to doing it yet.
Here's a short little video that might be useful for your next training session. A three minute video from SME that introduces lean in simple terms. It's a bit of an older video, but lean concepts are universal, not dependent on silly things like age. Although time is critical to determining efficient processes and calculating customer demand, but I digress. . . watch the video:
There's a little bit of fluff in the video. . . It's just a basic introduction to lean manufacturing. However, the part that stands out for me is the graphic showing the coin divided into value added and non value added work. Anyone that's done value stream mapping will understand this ratio. Traditional manufacturing tends to grow the coin to increase value added content and make more money. Lean turns that around by maintaining the size of the coin, but only growing the value-added portion. By focusing on reducing non value added activities, there's more room for money making processes, without adding more labour.
This coin graphic is a clear way to explain how efficient lean operations are not focused on reducing labour, but rather making more money with existing overhead. A work force worried about their jobs will never be engaged. I'll be using this graphic in my next explanation of lean, even if I have to sketch it out on a napkin.
5S (19) A3 (3) agile (14) DOE (1) excel (9) fun (10) game (50) games (1) home (2) jidoka (2) kaizen (18) kanban (23) lean (106) lean tool (25) lego (12) news (8) OEE (1) office (21) paper (23) picture (7) problem solving (1) question (2) RTY (2) six sigma (10) smed (2) software (16) standard work (9) team building (7) theory of constraints (8) training (22) value stream mapping (4) video (49) visual controls (8) waste (23) work balancing (16)
The owner of this website is a participant in the Amazon Services LLC Associates Program, an affiliate advertising program designed to provide a means for sites to earn advertising fees by advertising and linking leansimulations.org to Amazon properties including, but not limited to, amazon.com, endless.com, myhabit.com, smallparts.com, or amazonwireless.com.
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What Are Lean Tools
I have been noticing a significant linguistic difference between those who still embrace the “implement the tools” paradigm, and a much smaller (but.
What Are Lean Tools
I have been noticing a significant linguistic difference between those who still embrace the “implement the tools” paradigm, and a much smaller (but growing) group are are adopting the PDCA thinking structure as a framework for everything else.
We were looking at an operation with a lot of variation from one team member to another, both in terms of performance, and actually, what precisely was being done.
While this may have been true, it is not a statement of the problem. Rather, it is defining the problem as “lack of a specific solution.”
This may seem to be an semantic discussion, but consider what the responsible supervisor hears, and interprets, from these two statements:
In the second case, we are pointing out something that we can both agree on. I haven’t even said it is a problem, and honestly, in some cases it might not be (yet). It is a simple observation.
If, then, we agree that this variation is leading to some undesirable effect, then we can talk about countermeasures. That might include trying to capture a baseline, teach it to a few of the team members, and see if that helps. We can name it later.
Lean thinking is not a checklist of which tools are in place. It is a step-by-step convergence on smoother flow, dealing with observed obstacles and problems.
This isn’t to say that the coach doesn’t have intimate knowledge and experience with flow, with standard work, and everything else. But the approach must be respectful of the people who are struggling with the real world issues every day. Saying “You need to implement standard work” isn’t helpful no matter how much logical justification is wrapped around it.
Teaching someone to observe the impact of variation on the process might seem slower, but it will get them there much faster because it engages their curiosity.
We were looking at an operation with a lot of variation from one team member to another, both in terms of performance, and actually, what precisely was being done.
While this may have been true, it is not a statement of the problem. Rather, it is defining the problem as “lack of a specific solution.”
This may seem to be an semantic discussion, but consider what the responsible supervisor hears, and interprets, from these two statements:
In the second case, we are pointing out something that we can both agree on. I haven’t even said it is a problem, and honestly, in some cases it might not be (yet). It is a simple observation.
If, then, we agree that this variation is leading to some undesirable effect, then we can talk about countermeasures. That might include trying to capture a baseline, teach it to a few of the team members, and see if that helps. We can name it later.
Lean thinking is not a checklist of which tools are in place. It is a step-by-step convergence on smoother flow, dealing with observed obstacles and problems.
This isn’t to say that the coach doesn’t have intimate knowledge and experience with flow, with standard work, and everything else. But the approach must be respectful of the people who are struggling with the real world issues every day. Saying “You need to implement standard work” isn’t helpful no matter how much logical justification is wrapped around it.
Teaching someone to observe the impact of variation on the process might seem slower, but it will get them there much faster because it engages their curiosity.
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o
The Lean Enterpris
Lean management as a tool to improvo
e corporate performance is nothing new. However, a book discussing lean management in light of the customer-centric economy has not been around. "The Lean Enterprise", a ...
Lean Business Process
Integrify has launched Version 5.5 of its robust, lean business process management solution. Available as both an on-premise or hosted service, the company reports, Integrify 5.5 has been engineered to centrally manage ...
Lean Business Process
Integrify has launched Version 5.5 of its robust, lean business process management solution. Available as both an on-premise or hosted service, the company reports, Integrify 5.5 has been engineered to centrally manage user requests from multiple locations, streamline workflow and operations, automate business processes, reduce cost and improve employee satisfaction by providing process definition, workflow automation and visibility.
“This latest release offers feature enhancements that are driven by our customer’s needs,” says Integrify CEO David Willsey. “Our goal is to focus on making a product that makes process management easy enough for the business to manage, without having to solely rely on IT or spend the time understanding the nuances of BPM software.”
revamped process designer—drag and drop task types where they are desired in the visual flow, connect transition lines between tasks, expand and display rules and recipients in the flow view, easily view the flow (and the rules and task recipients)
streamlined process initiation—ability to optionally bypass the ‘renaming a request’ and ‘submit on behalf of’ screen when configuring a process, allowing users to be taken directly to the first task in the process.
inbound e-mail monitoring—define an inbox to monitor messages for generating new requests in Integrify and use message data points for business rule process execution.
“This latest release offers feature enhancements that are driven by our customer’s needs,” says Integrify CEO David Willsey. “Our goal is to focus on making a product that makes process management easy enough for the business to manage, without having to solely rely on IT or spend the time understanding the nuances of BPM software.”
revamped process designer—drag and drop task types where they are desired in the visual flow, connect transition lines between tasks, expand and display rules and recipients in the flow view, easily view the flow (and the rules and task recipients)
streamlined process initiation—ability to optionally bypass the ‘renaming a request’ and ‘submit on behalf of’ screen when configuring a process, allowing users to be taken directly to the first task in the process.
inbound e-mail monitoring—define an inbox to monitor messages for generating new requests in Integrify and use message data points for business rule process execution.
The Lean Enterprise
Notes and ideas on mass customization, personalization, customer co-creation, and open innovation -- strategies of value co-creation between organizations and customers. This blog continues a long running newsletter, published and edited by Frank Piller, RWTH / MIT, since 1997.
Consulting Information in German About & Contact Frank Piller Bio & Contact Executive Trainings & Seminars Expert Interviews Consulting Editor in Chief:
This news feed is published by Frank Piller under a CREATIVE COMMONS "Attribution-ShareAlike License". Some rights reserved. Read the terms of the license here.
Lean management as a tool to improve corporate performance is nothing new. However, a book discussing lean management in light of the customer-centric economy has not been around.
"The Lean Enterprise", a practically-focused new book by Alexander Tsigkas, covers exactly this intersection. Alexander Tsigkas is an Assistant Professor at Democritus University of Thrace, Greece, and a Mass Customization enthusiast since many years.
Part I. The rising economy of “one” gives an overview of what is changing in the social system of production, focusing on the shrinking role of central planning and the rising power of individuation in the value creation chain.
Part II. "Lean eEnterprise in theory" refers to the principles of lean thinking, the transfer of lean philosophy from East to West, and discusses the necessary adaptation to the Western way of thinking and practice. It presents a practice-proven method for achieving a lean integrated demand and supply chain and analyses in detail the related implementation steps. Criteria for the successful transition of a company to a lean state are presented.
Part III. "Lean Enterprise in Practice" provides a number of implementation cases in different types of production companies using the method presented in Part II. The goal is to help the reader comprehend how the method can be applied to real lean implementation situations in resolving various issues, ranging from production to the supply chain. A vision of implementation to lean electricity rounds out the book.
FTP: For interested readers it is not difficult to find books on lean management, lean enterprise, lean production and so on. What sets your new book apart from the already existing competition on the market?
AC: What I wanted to achieve with this book is to merge "Lean Thinking" and "Lean Practice" with the increasingly individualization and customization of products and services addressing markets of one. This is not only a technical aspect, but as as far as I am concerned, this mix comprises the key substrate of a new social system of production currently emerging away from mass production.
A large number of the books available in the market reproduce lean principles based on the Toyota Production System without any critical reflection as whether they fit or not the western way of thinking and acting. They are usually of general purpose and case studies from real factory life are limited. Last but most important, they realy do not reveal how exactly "pull" in the factory can be achieved, and if they do there is no method behind as to how to design optimal "pull" of work and materials in different production environments.
FTP: In your book you present a “European way” to lean management Can you explain what exactly that means and what is unique about it?
AC: In Europe and I would add also the US, production is driven mainly by engineers. The western way of thinking and acting is more engineering oriented and less workers oriented as it is the case in Japan where the culture of continuous improvement is written into their "DNA" (sort of saying). In Europe (and the US), engineering based factory means that improvements come mainly through the engineers, who love to design systems (also production systems), set them for operation in production, observe them for some period of time and if they need improvement they redesign some part of it or all of it, at some point in time.
The every day continuous improvement way of the Japanese is culturally not compatiblble with the western way of thinking and acting. Where it is implemented, it is executed imposed by force by the management, with usually high effort and therefore costs compared to the benefits achieved. Why therefore impose a way of lean thinking and practice that is strange to the local culture and not using the culture to proceed at a methodical and more engineering based way of Design for Lean Production and time discontinued improvement?
FTP: Which groups do most benefit from reading your book? Is is aimed more towards the manager in a large multinational company or can SME profit from the findings and implications as well?
AC: The book is aimed towards both the manager in a large multinational company as well as the managers of an SME. Exactly because it a method based process, it can be adapted and used to be implemented in many different company environments. The cases show exactly how to adapt and implement the method in large enterprises as well as SME. Almost half of the book is dedicated to implementations covering various cases and settings.
Furthermore, this book also addresses the academic community which needs more insight into the theory and method that support lean in connection to customization practice.
As a final step before posting your comment, enter the letters and numbers you see in the image below. This prevents automated programs from posting comments.
Consulting Information in German About & Contact Frank Piller Bio & Contact Executive Trainings & Seminars Expert Interviews Consulting Editor in Chief:
This news feed is published by Frank Piller under a CREATIVE COMMONS "Attribution-ShareAlike License". Some rights reserved. Read the terms of the license here.
Lean management as a tool to improve corporate performance is nothing new. However, a book discussing lean management in light of the customer-centric economy has not been around.
"The Lean Enterprise", a practically-focused new book by Alexander Tsigkas, covers exactly this intersection. Alexander Tsigkas is an Assistant Professor at Democritus University of Thrace, Greece, and a Mass Customization enthusiast since many years.
Part I. The rising economy of “one” gives an overview of what is changing in the social system of production, focusing on the shrinking role of central planning and the rising power of individuation in the value creation chain.
Part II. "Lean eEnterprise in theory" refers to the principles of lean thinking, the transfer of lean philosophy from East to West, and discusses the necessary adaptation to the Western way of thinking and practice. It presents a practice-proven method for achieving a lean integrated demand and supply chain and analyses in detail the related implementation steps. Criteria for the successful transition of a company to a lean state are presented.
Part III. "Lean Enterprise in Practice" provides a number of implementation cases in different types of production companies using the method presented in Part II. The goal is to help the reader comprehend how the method can be applied to real lean implementation situations in resolving various issues, ranging from production to the supply chain. A vision of implementation to lean electricity rounds out the book.
FTP: For interested readers it is not difficult to find books on lean management, lean enterprise, lean production and so on. What sets your new book apart from the already existing competition on the market?
AC: What I wanted to achieve with this book is to merge "Lean Thinking" and "Lean Practice" with the increasingly individualization and customization of products and services addressing markets of one. This is not only a technical aspect, but as as far as I am concerned, this mix comprises the key substrate of a new social system of production currently emerging away from mass production.
A large number of the books available in the market reproduce lean principles based on the Toyota Production System without any critical reflection as whether they fit or not the western way of thinking and acting. They are usually of general purpose and case studies from real factory life are limited. Last but most important, they realy do not reveal how exactly "pull" in the factory can be achieved, and if they do there is no method behind as to how to design optimal "pull" of work and materials in different production environments.
FTP: In your book you present a “European way” to lean management Can you explain what exactly that means and what is unique about it?
AC: In Europe and I would add also the US, production is driven mainly by engineers. The western way of thinking and acting is more engineering oriented and less workers oriented as it is the case in Japan where the culture of continuous improvement is written into their "DNA" (sort of saying). In Europe (and the US), engineering based factory means that improvements come mainly through the engineers, who love to design systems (also production systems), set them for operation in production, observe them for some period of time and if they need improvement they redesign some part of it or all of it, at some point in time.
The every day continuous improvement way of the Japanese is culturally not compatiblble with the western way of thinking and acting. Where it is implemented, it is executed imposed by force by the management, with usually high effort and therefore costs compared to the benefits achieved. Why therefore impose a way of lean thinking and practice that is strange to the local culture and not using the culture to proceed at a methodical and more engineering based way of Design for Lean Production and time discontinued improvement?
FTP: Which groups do most benefit from reading your book? Is is aimed more towards the manager in a large multinational company or can SME profit from the findings and implications as well?
AC: The book is aimed towards both the manager in a large multinational company as well as the managers of an SME. Exactly because it a method based process, it can be adapted and used to be implemented in many different company environments. The cases show exactly how to adapt and implement the method in large enterprises as well as SME. Almost half of the book is dedicated to implementations covering various cases and settings.
Furthermore, this book also addresses the academic community which needs more insight into the theory and method that support lean in connection to customization practice.
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Lean For it
No More Mr Nice Guy Lean Mean Tyson Fury Training with hatred. By Sun Boxing Columnist Kevin Byrne. Follow Kevin on twitter @kevoobyrne https://twitter.com/KevooByrne. TYSON FURY freely admits he can't much read ...
Lean For it
His much-publicised spat with fellow heavyweight – Liverpool’s David Price – has flicked a switch for fight fans across the Irish Sea.
Scouser Price KO’d Audley Harrison last Saturday and immediately set his sights on a showdown with Fury, who he beat in the amateurs six years ago, albeit getting knocked down along the way.
Caravans, horses, tarmac, dags – Fury’s put up with thousands of messages of abuse every day since, and probably before, horrible stuff aimed not just at him – but his young family and also his heritage.
From his training camp in Belgium, he told Seconds Out: “I’m sick of being Mr Nice, trying not to upset people. Muhammad Ali didn’t care who he upset, or what he done. And look at him.
“There’s no more Mr Nice here – I’m sick of the Gentle Giant, I’m sick of all that rubbish. I’m a bad man, and people had better start waking up and noticing that.
“I ain’t doing it to get fit or to look good, I’m in kill mode. I’m thinking about my opponents every day and thinking about smashing their faces in.
“When I get tired and want to quit, I just think of these c***s out there calling me and my family names. They’re inspiring me on more.”
And Fury certainly can fight. He’s built a record of 19-0 with 14 knockouts, and become the first man ever to win the Irish, British and Commonwealth titles.
Last year he took Dereck Chisora’s unbeaten record before ‘Del Boy’ became what Fury called a ‘journeyman’ in his three defeats since.
But he has been getting his act together, and promoter Mick Hennessy is confident his fight at the Odyssey will be an eliminator for the WBC world heavyweight title.
His boxing skills, particularly his jab, as well as his size and his warrior heart will make him match for most fighters out there today.
In just his last two bouts, the undercards have meant action for Irish lads and locals Willie Casey, Joe Hillerby x 2, Willie Thompson, John O’Donnell, Darren Corbett, Michael Sweeney, Dee Walsh x 2, Tommy Tolan x 2, Marco McCullough, Paul Moffett, Ciaran Healy, Conall Carmichael, Moses Matovu, Paul Griffin, Michael McLaughlin, Gerard Healy, Levan Ghvamichava and Joe Rea.
He added: “I think this is going to be one of the biggest fights ever in Ireland, an eliminator for the world heavyweight title held by Vitali Klitschko.
“Or maybe if the Klitschkos have retired by the time I’m there, then I’d like to get David Price or one of them to fight for it at Croke Park.”
Posted October 22nd, 2012 in FeaturesAuthor: Jonny StapletonEditor of Irish-Boxing.com. ← FOUR GOLD AND TWO SILVER FOR IRISH IN FINLAND | TOM CHANEY: ‘FRANKIE WILL BE TOO INTELLIGENT FOR WITTER’ → 2 Responses to No More Mr Nice Guy Lean Mean Tyson Fury Training with hatred jon mason says:
talks a good fight but to be honest if delboy had trained properley he would of finished fury there and then fury seems a nice bloke but think hes a bit dilusional price will put him to the sword and he wont begetting up.
You may use these HTML tags and attributes:
Scouser Price KO’d Audley Harrison last Saturday and immediately set his sights on a showdown with Fury, who he beat in the amateurs six years ago, albeit getting knocked down along the way.
Caravans, horses, tarmac, dags – Fury’s put up with thousands of messages of abuse every day since, and probably before, horrible stuff aimed not just at him – but his young family and also his heritage.
From his training camp in Belgium, he told Seconds Out: “I’m sick of being Mr Nice, trying not to upset people. Muhammad Ali didn’t care who he upset, or what he done. And look at him.
“There’s no more Mr Nice here – I’m sick of the Gentle Giant, I’m sick of all that rubbish. I’m a bad man, and people had better start waking up and noticing that.
“I ain’t doing it to get fit or to look good, I’m in kill mode. I’m thinking about my opponents every day and thinking about smashing their faces in.
“When I get tired and want to quit, I just think of these c***s out there calling me and my family names. They’re inspiring me on more.”
And Fury certainly can fight. He’s built a record of 19-0 with 14 knockouts, and become the first man ever to win the Irish, British and Commonwealth titles.
Last year he took Dereck Chisora’s unbeaten record before ‘Del Boy’ became what Fury called a ‘journeyman’ in his three defeats since.
But he has been getting his act together, and promoter Mick Hennessy is confident his fight at the Odyssey will be an eliminator for the WBC world heavyweight title.
His boxing skills, particularly his jab, as well as his size and his warrior heart will make him match for most fighters out there today.
In just his last two bouts, the undercards have meant action for Irish lads and locals Willie Casey, Joe Hillerby x 2, Willie Thompson, John O’Donnell, Darren Corbett, Michael Sweeney, Dee Walsh x 2, Tommy Tolan x 2, Marco McCullough, Paul Moffett, Ciaran Healy, Conall Carmichael, Moses Matovu, Paul Griffin, Michael McLaughlin, Gerard Healy, Levan Ghvamichava and Joe Rea.
He added: “I think this is going to be one of the biggest fights ever in Ireland, an eliminator for the world heavyweight title held by Vitali Klitschko.
“Or maybe if the Klitschkos have retired by the time I’m there, then I’d like to get David Price or one of them to fight for it at Croke Park.”
Posted October 22nd, 2012 in FeaturesAuthor: Jonny StapletonEditor of Irish-Boxing.com. ← FOUR GOLD AND TWO SILVER FOR IRISH IN FINLAND | TOM CHANEY: ‘FRANKIE WILL BE TOO INTELLIGENT FOR WITTER’ → 2 Responses to No More Mr Nice Guy Lean Mean Tyson Fury Training with hatred jon mason says:
talks a good fight but to be honest if delboy had trained properley he would of finished fury there and then fury seems a nice bloke but think hes a bit dilusional price will put him to the sword and he wont begetting up.
You may use these HTML tags and attributes:
hell over the past couple elections due to special interests. We need to rise up for our rights and take back our society from Big Pharma, Big Tobbacco, Big Insurance and really just big corporations. It is time for our elections to stop being stolen.
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Lean Production Management
What makes lean production unique from other forms of capitalist production is its “Management by Stress” approach: to achieve maximum efficiency, management deliberately stresses workplace systems to the point of ...
Lean Production Management
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(photo by kenfagerdotcom / flickr)We felt this describes well much of what social workers face on the job, in schools, in nonprofits, and in government offices. This article details the use of management techniques against teachers first developed in to undermine the power of workers in manufacturing. What is your experience?
On September 10, nearly 30,000 Chicago teachers went on strike for the first time in 25 years. This was no mere breakdown in negotiations over wages or healthcare contributions. At issue, as many have noted, was the fundamental direction of public education. The Chicago teachers asserted themselves as the first institutional force to combat what’s often calle the “business model” of education reform.
Meanwhile, in Detroit, students and teachers returned to dramatically altered schools. Over the summer, Roy Roberts, the schools’ “emergency finao
ncial manager,” had unilaterally imposed a contract on the city’s teacher union allowing elementary school class sizes to jump from 25 to 40 students and high school classes to 61 students. These class size reforms were coupled with a ten percent pay cut for Detroit teachers.
While Detroit’s example is extreme, increased workloads for decreased pay are what teachers around the country — including in Chicago— are experiencing to varying degrees as the business model of education reform gains traction with policy-makers. But stretching workers past their breaking point and increasing hours while gutting compensation is nothing new. The business model of education reform is an extension of a process called lean production that transformed the U.S. private sector in the 1980s and 90s. In education, just as in heavy manufacturing, the greatest damage done by lean production is not done at the bargaining table, but in the destruction of teachers’ working (and students’ learning) conditions.
My first two years teaching in New York City, I worked at an exemplary “lean” high school. This school twice received “A” ratings on its progress reports from the Department of Education, and it was rated “well developed” (the highest possible rating) in a 2011 quality review. Curiously, my former school’s stellar ratings were awarded despite its poor academic record, itself a matter of public record (see below).
When the Department of Education wrote its “quality review” of my former school, the first set of commendations focused on the administration’s use of teams. “The principal,” the report reads, “promotes organizational decisions… through a distributive team leadership model that consistently improve instruction and student outcomes.” Basically, my principal was being lauded for putting teachers on lots of different teams and giving those teams lots of responsibilities.
At first, being on teams sounds like fun. Teachers at my old school worked on grade teams, department teams, inquiry teams, “case-conferencing teacher teams” and “‘Teachers as Critical Friends’ groups.” All teachers attended three staff meetings per week, often breaking into small teams—per the administration’s instructions. But based on this school’s academic failures, these teams clearly weren’t leading to “improved student outcomes.” So why was the Department of Education so happy about them?
The team concept is a critical component of lean production. In lean workplaces, labor journalist Jane Slaughter writes, worker teams are designed t nlist workers “in speeding up their own jobs… It is no longer enough for workers to come to work and do their jobs; they need to become ‘partners in production.’”
School managers promote teams as eo
o
mpowering for teachers; according to management, they give teachers a say in how their schools are run. In reality, these meetings highlight how little control teachers have over their time and workload at lean schools. Morning meetings can be particularly miserable, as teachers desperate for preparation time are forced to sit through an agenda focused on management concerns. In fact, the apparent purpose of teacher teams is to shift administrative workload onto teachers.
At my former school, for example, faculty teams were tasked with designing the rubric our principal would use to evaluate our teaching; case-conferencing teams were tasked with establishing flexible disciplinary systems so that our administration would not hve to discipline difficult students; and grade teams were tasked with organizing school events, like field trips and parties. These tasks were piled on top of teaching workloads that were constantly increao
sing due to growing class sizes and cuts to support staff. Teachers at lean schools are stretched to their limits. This is not an accident.
The team concept both increases stress on the workforce and creates the illusion that workers themselves are responsible for this stress. After all, the teacher teams assign themselves the work. Of course, in a lean school, teachers are never given the option to reject the team model, which generates the work; they have to choose between being a “team player” and volunteering for new tasks and responsibilities or letting down their co-workers.
The cumulative result is, predictably, frustration and exhaustion: frustration because teachers constantly find themselves having to shortchange their pedagogical responsibilities (planning lessons, developing curricula) and focus on team (administrative) responsibilities; and exhaustion because teacher workloads were barely manageable before this additional work was assigned.
The name “lean production” suggests that the practice emphasizes ruthless efficiency and eliminating waste. True, but those tactics have been around since the Industrial Revolution. What makes lean production unique from other forms of capitalist production is its “Management by Stress” approach: to achieve maximum efficiency, management deliberately stresses workplace systems to the point of breakdown.
In Choosing Sides: Unions and the Team Concept, Jane Slaughter and Mike Parker note that production in U.S. factories was traditionally supposed to keep moving 24/7. Breakdowns were considered crises. In a lean factory, however, supervisors speed up the production process until a worker drops a widget, loses a finger, or has a nervous breakdown. Such breakdowns are viewed as a positive because they allow management to identify weak links in the chain of production. As Slaughter and Parker write, “If the system is stressed…the weakest points become evident…Once the problems have been corrected, the system can then be further stressed (perhaps by reducing the number of workers) and then rebalanced.” The line can then be sped up again until the next breakdown occurs.
Occupational stress and its attendant physical and mental breakdowns have always been risks for teachers, but in lean schools, such breakdowns are a management goal. The consequences for teachers and students are catastrophic. Not surprisingly, teacher turnover rates have increased dramatically as schools have gotten leaner and leaner. USA Today recently reported that the average classroom teacher now has one year of experience. Research indicates that turnover is 50% higher in high-poverty schools—which happen to be the laboratories for lean production in education—than affluent ones.
Day to day, high turnover hurts staff cohesion and the shared sense of community in schools. A recent study conducted by researchers from the University of Michigan, Stanford, and the University of Virginia found that teacher turnover even takes an academic tl on students. The researchers found that an increase in teacher turnover “by 1 standard deviation corresponded with a decrease in math achievement of 2 percent of a standard deviation.”
oo
The predictable increase in teacher turnover reflects another hallmark of lean production: replacing skilled workers with an unskilled, contingent workforce. Despite a wealth of research showing that students fare better with experienced teachers, advocates of lean education from New York City Mayor Mike Bloomberg to Teach for America CEO Wendy Kopp advocate programs (like TFA) that place inexperienced, poorly trained teachers in classrooms for 1-3 years, burn them out, and replace them with a new batch. In lean education, teaching becomes a low-skilled, temporary job, regardless of how turnover affects students and schools.
Another hallmark of lean production that’s made its way into public schools is value added assessment. The concept emerged from the lean technique of value mapping, wherein managers track the flow of value through each stage of the production process. In a lean workplace, the ideal is an unobstructed flow of value from raw material to finished product.
Before tracking the flow of value, however, managers must, as lean production experts James Womack and Daniel Jones write, “specify value.” In lean schools, value is “specified” as test scores. In a lean school, teachers are managers who supervise the flow of value through their students, whose job is to produce test scores as efficiently as possible. Unless they contribute to the production or flow of value, abstract values like emotional and social development, safety, comfort, and joy are all considered waste.
Value added assessments are then used to impose rankings upon teachers. Rankings are another key element of the lean production philosophy. As lean management guru Bob Emiliani puts it, “The final element of… evolving human resource practice was… an annual forced ranking of all associates.” Forced rankings will certainly sound familiar to anyone who’s been following the recent attacks on teachers from New York to California, where politicians and media outlets used test-based teacher rankings to publicly humiliate teachers—even when those rankings are statistically meaningless.
Public humiliation is certainly useful for lean managers who seek to place constant pressure on their employees so that, as Womack and Jones write, they can “do more and more with less and less.” The primary goal of forced rankings is, however, to shrink the workforce and see how far remaining workers can be stretched before they crack. Emiliani advises managers to “develop an action plan” for the “bottom ten percent” of workers, and if there’s no measurable improvement in performance, “the associate would be subject to involuntary separation.” For the best of the workers—more work! As Bill Gates proposed last year in the Washington Post, policymakers should “get more students in front of top teachers by identifying the top 25 percent of teachers and asking them to take on four or five more students.”
My former school’s quality review lauded, among other things, the school’s commitment to “continuous refinements and revisions to curriculum.” Like teams, continuous improvement is a key component of lean production—and it too sounds great in theory. Who doesn’t want to improve continuously? In lean production, however, the goal isn’t to continuously develop workers’ skills or even improve the quality of their products. What’s continuously improved is the production process itself, and the metric for measuring improvement is efficiency.
Of course, as labor educator Charley Richardson has pointed out, efficiency is not an absolute concept, but is socially defined. Richardson notes, “Coffee breaks, production limits and staffing levels are all designed to improve the production process from a worker perspective and are all inefficiencies from a management perspective.” In a lean workplace, continuous improvement means the elimination of whatever makes the work process humane and tolerable in order to increase production numbers.
Ultimately, both the worker and the product are of minimal importance. Perfecting the labor process by maximizing efficiency, regardless of the collateral damage to worker or product, is the goal. In lean schools, teaching, learning, and student growth become secondary.
In 2011, the New York Times cited my former school as an example of a troubling new trend: schools with high graduation rates whose students are overwhelmingly unprepared for college. That same year, the City University of New York reported that this school’s graduates disproportionately required remedial services in college. While this school failed as an academic institution, it had excelled as a laboratory for lean education, implementing all aspects of business-minded reform as aggressively as possible.
The goal of lean education isn’t teaching or learning; it’s creating lean workplaces where teachers are stretched to their limits so that students can receive the minimum support necessary to produce satisfactory test scores. It is critical for teachers to see this clearly because lean production is indeed “continuous”: in other words, it’s insatiable. The harder teachers work to satisfy the demands of lean managers, the harder we will be pushed, until we break down. There is no end to this process.
It is equally critical for parents to understand that their children are being subjected to school reforms that are in fact experiments in educational deprivation. The goal of business-minded reformers is not to create “better” schools for children. It’s to create leaner schools for administrators to manage with greater ease. Parents and teachers must fight this process together, or student learning in public schools will continue to suffer.
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(photo by kenfagerdotcom / flickr)We felt this describes well much of what social workers face on the job, in schools, in nonprofits, and in government offices. This article details the use of management techniques against teachers first developed in to undermine the power of workers in manufacturing. What is your experience?
On September 10, nearly 30,000 Chicago teachers went on strike for the first time in 25 years. This was no mere breakdown in negotiations over wages or healthcare contributions. At issue, as many have noted, was the fundamental direction of public education. The Chicago teachers asserted themselves as the first institutional force to combat what’s often calle the “business model” of education reform.
Meanwhile, in Detroit, students and teachers returned to dramatically altered schools. Over the summer, Roy Roberts, the schools’ “emergency finao
Lean Operations Management
Max has a strong SCM, operations management and LEAN sigma Journey experience that included real case for transaction process and production area as a result of his 15 years of working experience in multi-international ...
Lean Operations Management
This year Nike highlighted its lean manufacturing milestones in the recently released “FY10-11 Sustainable Business Performance Summary.” By adopting a better manufacturing or lean approach, Nike has reduced material waste and production time, allowing the company’s supply chain to operate more efficiently.
Max Hou, the Lean Operations Director APAC from Nike will be speaking at CHaINA’12 Live. He will share his insight on lean approach in Nike along with the top challenges that they are facing. Max has a strong SCM, operations management and LEAN sigma Journey experience that included real case for transaction process and production area as a result of his 15 years of working experience in multi-international company.
CHaINA’12 Live, our forthcoming two-day Shanghai event on 7-8 November — is only three weeks away. Whether you’ve already got your ticket, or are looking for a great reason to get hold of one, CHaINA’12 Live’s speaker profiles should give you several reasons to look forward to the conference. Register now! or send Janice (jc@chainmedia) an email to book your seat.
This week, CEVA just confirmed their participation as Gold Sponsor for CHaINA’12 Live. Also our new confirmed speakers include Joyce Wang from Lenovo, Pamela Lin from LVMH Perfume & Cosmetics, Steven Hsieh from John Deere, Jimmy Hu from Kemira Chemicals, Stuart Kinkade from TRW Automotive, Peter Liddell from KPMG, and keynote speaker Wayne Huang from Goodman.
Max Hou, the Lean Operations Director APAC from Nike will be speaking at CHaINA’12 Live. He will share his insight on lean approach in Nike along with the top challenges that they are facing. Max has a strong SCM, operations management and LEAN sigma Journey experience that included real case for transaction process and production area as a result of his 15 years of working experience in multi-international company.
CHaINA’12 Live, our forthcoming two-day Shanghai event on 7-8 November — is only three weeks away. Whether you’ve already got your ticket, or are looking for a great reason to get hold of one, CHaINA’12 Live’s speaker profiles should give you several reasons to look forward to the conference. Register now! or send Janice (jc@chainmedia) an email to book your seat.
This week, CEVA just confirmed their participation as Gold Sponsor for CHaINA’12 Live. Also our new confirmed speakers include Joyce Wang from Lenovo, Pamela Lin from LVMH Perfume & Cosmetics, Steven Hsieh from John Deere, Jimmy Hu from Kemira Chemicals, Stuart Kinkade from TRW Automotive, Peter Liddell from KPMG, and keynote speaker Wayne Huang from Goodman.
While Detroit’s example is extreme, increased workloads for decreased pay are what teachers around the country — including in Chicago— are experiencing to varying degrees as the business model of education reform gains traction with policy-makers. But stretching workers past their breaking point and increasing hours while gutting compensation is nothing new. The business model of education reform is an extension of a process called lean production that transformed the U.S. private sector in the 1980s and 90s. In education, just as in heavy manufacturing, the greatest damage done by lean production is not done at the bargaining table, but in the destruction of teachers’ working (and students’ learning) conditions.
My first two years teaching in New York City, I worked at an exemplary “lean” high school. This school twice received “A” ratings on its progress reports from the Department of Education, and it was rated “well developed” (the highest possible rating) in a 2011 quality review. Curiously, my former school’s stellar ratings were awarded despite its poor academic record, itself a matter of public record (see below).
When the Department of Education wrote its “quality review” of my former school, the first set of commendations focused on the administration’s use of teams. “The principal,” the report reads, “promotes organizational decisions… through a distributive team leadership model that consistently improve instruction and student outcomes.” Basically, my principal was being lauded for putting teachers on lots of different teams and giving those teams lots of responsibilities.
At first, being on teams sounds like fun. Teachers at my old school worked on grade teams, department teams, inquiry teams, “case-conferencing teacher teams” and “‘Teachers as Critical Friends’ groups.” All teachers attended three staff meetings per week, often breaking into small teams—per the administration’s instructions. But based on this school’s academic failures, these teams clearly weren’t leading to “improved student outcomes.” So why was the Department of Education so happy about them?
The team concept is a critical component of lean production. In lean workplaces, labor journalist Jane Slaughter writes, worker teams are designed t nlist workers “in speeding up their own jobs… It is no longer enough for workers to come to work and do their jobs; they need to become ‘partners in production.’”
School managers promote teams as eo
Lean Value Added
Lean's very simple and at the same time extremely complex. You'll recognize it when you see it. It's true that lean is about reducing time to the customer, improving the value-added portion of manufacturing and reducing waste ...
Lean Value Added
There have been many attempts to define exactly what lean manufacturing is. Some call it TPS, after the Toyota Production System, while others attempt to define it by what it does.
Lean reduces waste. Lean creates more efficient operations. Lean improves flow. Lean creates an improvement culture. Lean is about respect for people. Lean is a tower in Italy. Lean identifies value. Lean makes problems visible.
How do you concisely describe something that many authors have written multiple books about? Lean's very simple and at the same time extremely complex. You'll recognize it when you see it. It's true that lean is about reducing time to the customer, improving the value-added portion of manufacturing and reducing waste. But when you get right down to looking at your process, lean is common sense. Reduce the number of touches. Reduce redundant work. Basic steps that make sense, yet for some reason, no one's gotten around to doing it yet.
Here's a short little video that might be useful for your next training session. A three minute video from SME that introduces lean in simple terms. It's a bit of an older video, but lean concepts are universal, not dependent on silly things like age. Although time is critical to determining efficient processes and calculating customer demand, but I digress. . . watch the video:
There's a little bit of fluff in the video. . . It's just a basic introduction to lean manufacturing. However, the part that stands out for me is the graphic showing the coin divided into value added and non value added work. Anyone that's done value stream mapping will understand this ratio. Traditional manufacturing tends to grow the coin to increase value added content and make more money. Lean turns that around by maintaining the size of the coin, but only growing the value-added portion. By focusing on reducing non value added activities, there's more room for money making processes, without adding more labour.
This coin graphic is a clear way to explain how efficient lean operations are not focused on reducing labour, but rather making more money with existing overhead. A work force worried about their jobs will never be engaged. I'll be using this graphic in my next explanation of lean, even if I have to sketch it out on a napkin.
5S (19) A3 (3) agile (14) DOE (1) excel (9) fun (10) game (50) games (1) home (2) jidoka (2) kaizen (18) kanban (23) lean (106) lean tool (25) lego (12) news (8) OEE (1) office (21) paper (23) picture (7) problem solving (1) question (2) RTY (2) six sigma (10) smed (2) software (16) standard work (9) team building (7) theory of constraints (8) training (22) value stream mapping (4) video (49) visual controls (8) waste (23) work balancing (16)
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Lean reduces waste. Lean creates more efficient operations. Lean improves flow. Lean creates an improvement culture. Lean is about respect for people. Lean is a tower in Italy. Lean identifies value. Lean makes problems visible.
How do you concisely describe something that many authors have written multiple books about? Lean's very simple and at the same time extremely complex. You'll recognize it when you see it. It's true that lean is about reducing time to the customer, improving the value-added portion of manufacturing and reducing waste. But when you get right down to looking at your process, lean is common sense. Reduce the number of touches. Reduce redundant work. Basic steps that make sense, yet for some reason, no one's gotten around to doing it yet.
Here's a short little video that might be useful for your next training session. A three minute video from SME that introduces lean in simple terms. It's a bit of an older video, but lean concepts are universal, not dependent on silly things like age. Although time is critical to determining efficient processes and calculating customer demand, but I digress. . . watch the video:
There's a little bit of fluff in the video. . . It's just a basic introduction to lean manufacturing. However, the part that stands out for me is the graphic showing the coin divided into value added and non value added work. Anyone that's done value stream mapping will understand this ratio. Traditional manufacturing tends to grow the coin to increase value added content and make more money. Lean turns that around by maintaining the size of the coin, but only growing the value-added portion. By focusing on reducing non value added activities, there's more room for money making processes, without adding more labour.
This coin graphic is a clear way to explain how efficient lean operations are not focused on reducing labour, but rather making more money with existing overhead. A work force worried about their jobs will never be engaged. I'll be using this graphic in my next explanation of lean, even if I have to sketch it out on a napkin.
5S (19) A3 (3) agile (14) DOE (1) excel (9) fun (10) game (50) games (1) home (2) jidoka (2) kaizen (18) kanban (23) lean (106) lean tool (25) lego (12) news (8) OEE (1) office (21) paper (23) picture (7) problem solving (1) question (2) RTY (2) six sigma (10) smed (2) software (16) standard work (9) team building (7) theory of constraints (8) training (22) value stream mapping (4) video (49) visual controls (8) waste (23) work balancing (16)
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Lean Sigma Training
Understanding the terms and terminologies of a concept is the basic learning step and lean is no exception. In order to gain a firm knowledge on Lean Six Sigma,
Lean Sigma Training
Andon: Andon is a term from manufacturing that means a system used for notifying management, maintenance and other workers of a quality of process problem. An Andon system is a principle element in Lean approach.
Black Belt: Black Belts are official Team Leaders of Enterprise Wide projects. They form the first line of communication between Master Black Belts and Six Sigma Team Members, and Top Management and Six Sigma team members.
Bottleneck: Bottleneck is a process or a chain of processes where the capacity of an entire system is limited by a single or limited number of resources.
Changeover: Changeover is a process in lean that means the process of converting a machine from running one product to a different one. Quick changeovers in lean allow companies to move through an inventory flow.
Continuous Flow: Continuous flow in manufacturing means a strategy that is produced using JIT or Kanban production approach. In simple terms continuous flow is moving products from one system to other without separating them majorly.
ERP: Enterprise Resource Planning or ERP systems integrate internal and external management information throughout an entire organization. ERP systems automate various activities such as accounting, manufacturing, sales and so on using an integrated software application.
Genchi Genbutsu: Genchi Genbutsu literally means ‘go’ and ‘see’. In Lean approach, Genchi Genbutsu refers to a key approach used in problem solving. It means go and see the problem.
JIT: Just in Time or JIT is a popular lean operations practice. This is a Lean practiced principle that means materials should be delivered to the job site in the correct amount and at the correct time.
Lean Enterprise: Lean enterprise or lean manufacturing is an organization that engages in the process of waste elimination. In lean enterprise, the expenditure of resources for any set goal is considered as a target for elimination as compared to creation of value for customers.
LSSBB: LSSBB Stands for Lean Six Sigma Black Belt. LSSBB is a coveted certification in quality management that demonstrates one’s ability to deploy his skills learnt during the training program in enterprise wide projects and can approach for full time process excellence roles.
MES: Manufacturing Execution System or MES manages manufacturing operations in factories. It means a networked computing system that is used in order to automate production control and process automation.
OEE: Overall Equipment Effectiveness or OEE is a hierarchy of metrics developed by Seiichi Nakajima in 1960′s that measures the availability, performance efficiency, and quality rate of equipment.
Six Sigma: Six Sigma suggests reducing variations in a process. It is a standard approach and a measure of quality that focuses on achieving the state of near to perfection.
TQM: Total Quality Management or TQM as the terms suggests is a philosophy of management that pushes continuous improvement in the quality of products and processes.
TPM: Total Productive Maintenance or TPM is a maintenance system that addresses maintenance issues before they become major problems.
These are the most commonly used Lean terms and terminologies. To know more, you can visit Simplilearn’s Lean Six Sigma Black Belt Certification Training page. Simplilearn offers Lean Six Sigma Black Belt Certification training through its unique learning model that includes LSSBB Classroom training and Online LSSBB Certification training. One can also opt for 100% online LSSGB training.
simplilearn #Simplilearn.com hosts “#ProjectManagement+": goo.gl/wbGcT 21 hours ago · reply · retweet · favorite simplilearn Effectively #Communicating in your #Projects: Writing audience focussed emails: goo.gl/6KzX4 22 hours ago · reply · retweet · favorite simplilearn Thanks to everybody for making #PM+ a huge success. Please watch this space for more photos & info.
The Turning Point is the official blog of Simplilearn.com, the industry leader in online education and training for professional certification courses. | © 2011. Simplilearn.com.
Global Association of Risk Professionals, Inc. (GARPTM) does not endorse, promote, review or warrant the accuracy of the products or services offered by Simplilearn for FRM® related information, nor does it endorse any pass rates claimed by the provider. Further, GARP is not responsible for any fees or costs paid by the user to Simplilearn nor is GARP responsible for any fees or costs of any person or entity providing any services to Simplilearn Study Program.
CFA Institute does not endorse, promote, or warrant the accuracy or quality of the products or services offered by Simplilearn. CFA Institute, CFA®, and Chartered Financial Analyst®; are trademarks owned by CFA Institute.
Black Belt: Black Belts are official Team Leaders of Enterprise Wide projects. They form the first line of communication between Master Black Belts and Six Sigma Team Members, and Top Management and Six Sigma team members.
Bottleneck: Bottleneck is a process or a chain of processes where the capacity of an entire system is limited by a single or limited number of resources.
Changeover: Changeover is a process in lean that means the process of converting a machine from running one product to a different one. Quick changeovers in lean allow companies to move through an inventory flow.
Continuous Flow: Continuous flow in manufacturing means a strategy that is produced using JIT or Kanban production approach. In simple terms continuous flow is moving products from one system to other without separating them majorly.
ERP: Enterprise Resource Planning or ERP systems integrate internal and external management information throughout an entire organization. ERP systems automate various activities such as accounting, manufacturing, sales and so on using an integrated software application.
Genchi Genbutsu: Genchi Genbutsu literally means ‘go’ and ‘see’. In Lean approach, Genchi Genbutsu refers to a key approach used in problem solving. It means go and see the problem.
JIT: Just in Time or JIT is a popular lean operations practice. This is a Lean practiced principle that means materials should be delivered to the job site in the correct amount and at the correct time.
Lean Enterprise: Lean enterprise or lean manufacturing is an organization that engages in the process of waste elimination. In lean enterprise, the expenditure of resources for any set goal is considered as a target for elimination as compared to creation of value for customers.
LSSBB: LSSBB Stands for Lean Six Sigma Black Belt. LSSBB is a coveted certification in quality management that demonstrates one’s ability to deploy his skills learnt during the training program in enterprise wide projects and can approach for full time process excellence roles.
MES: Manufacturing Execution System or MES manages manufacturing operations in factories. It means a networked computing system that is used in order to automate production control and process automation.
OEE: Overall Equipment Effectiveness or OEE is a hierarchy of metrics developed by Seiichi Nakajima in 1960′s that measures the availability, performance efficiency, and quality rate of equipment.
Six Sigma: Six Sigma suggests reducing variations in a process. It is a standard approach and a measure of quality that focuses on achieving the state of near to perfection.
TQM: Total Quality Management or TQM as the terms suggests is a philosophy of management that pushes continuous improvement in the quality of products and processes.
TPM: Total Productive Maintenance or TPM is a maintenance system that addresses maintenance issues before they become major problems.
These are the most commonly used Lean terms and terminologies. To know more, you can visit Simplilearn’s Lean Six Sigma Black Belt Certification Training page. Simplilearn offers Lean Six Sigma Black Belt Certification training through its unique learning model that includes LSSBB Classroom training and Online LSSBB Certification training. One can also opt for 100% online LSSGB training.
simplilearn #Simplilearn.com hosts “#ProjectManagement+": goo.gl/wbGcT 21 hours ago · reply · retweet · favorite simplilearn Effectively #Communicating in your #Projects: Writing audience focussed emails: goo.gl/6KzX4 22 hours ago · reply · retweet · favorite simplilearn Thanks to everybody for making #PM+ a huge success. Please watch this space for more photos & info.
The Turning Point is the official blog of Simplilearn.com, the industry leader in online education and training for professional certification courses. | © 2011. Simplilearn.com.
Global Association of Risk Professionals, Inc. (GARPTM) does not endorse, promote, review or warrant the accuracy of the products or services offered by Simplilearn for FRM® related information, nor does it endorse any pass rates claimed by the provider. Further, GARP is not responsible for any fees or costs paid by the user to Simplilearn nor is GARP responsible for any fees or costs of any person or entity providing any services to Simplilearn Study Program.
CFA Institute does not endorse, promote, or warrant the accuracy or quality of the products or services offered by Simplilearn. CFA Institute, CFA®, and Chartered Financial Analyst®; are trademarks owned by CFA Institute.
At my former school, for example, faculty teams were tasked with designing the rubric our principal would use to evaluate our teaching; case-conferencing teams were tasked with establishing flexible disciplinary systems so that our administration would not hve to discipline difficult students; and grade teams were tasked with organizing school events, like field trips and parties. These tasks were piled on top of teaching workloads that were constantly increao
Lean Six Sigma Courso
Lean in Practice
Lean Manufacturing/Management is an approach to managing processes in a business. It was developed by Toyota to help eliminate gaps in the process of making cars. If there are delays in the assembly of the car at any ...
Lean in Practice
Physicians, Patients, and the Internet Lean Manufacturing/Management is an approach to managing processes in a business. It was developed by Toyota to help eliminate gaps in the process of making cars. If there are delays in the assembly of the car at any point in the process it impacts the total time that it takes to make that car. This lack of efficiency costs time, money, and may result in a poor quality product. The same philosophy can apply to a medical practice.
It is important for you to "think business" as you look at your medical practice. It is also important to recognize that there are many processes in your business where delays are costly in terms of time, money, and patient satisfaction. These include scheduling, cycle time (time that a patient spends in the office), and billing.
Once you've identified your problem area and the steps you will take to implement changes, then in a few weeks or months, you will measure what is now your new current state to see if there has in fact been improvement.
For example, let's say you are having trouble with your cycle time. You are receiving complaints from patients directly — or through your patient satisfaction survey — that they have to wait too long to see the doctor. So you want to take this on as a lean project. You first assemble a team: which includes the receptionist, a medical assistant, a doctor, and the office manager. They decide to follow and record the first patient each hour, for each doctor, for one week, to find out how long it is from check-in to check-out. The results are an average of 55 minutes for established patients. Together your team sets a goal to reduce cycle time by 10 percent or 5.5 minutes.
You then look at the process and decide that there are five basic steps: check in; triage or prep; the physician visit; the post-visit plan and implementation; and check out. Your team brainstorms together and determines that the main area of focus should be delays in the prep area which include: vitals; weight; documentation; and room prep. You agree to change a few things and see what happens.
Three months later you measure again and find that the average cycle time is now 51 minutes for established patients. Not quite on goal but better. Your team agrees to work toward continuous improvement, but this time you not only want to check the overall cycle time, you now measure each of the four steps. The results indicate that the area that has the biggest delay is check-in. So you choose to look at that, decide on some changes, implement those changes, and later measure the results.
The next measurement shows improvement in the cycle time by five minutes, so you are now at 46 minutes. You believe you can reduce it even more, so you go through the same process again.
Does this sound complicated? It really isn't since you are doing a random sample of a few patients. But what is happening is that you are beginning to "think lean" and the results are showing in improved patient satisfaction scores and reduced patient complaints. Your staff is happier, and everyone is getting home earlier! Another benefit is that you can put your "gained" time to better use, such as promoting a marketing campaign for your practice.
Whatever area of your practice needs improvement, consider lean thinking as a way to get the most out of your time — your patients, staff, and practice will be glad you did.
Owen Dahl, FACHE, CHBC, is a nationally recognized medical practice management consultant and author of “Think Business! Medical Practice Quality, Efficiency, Profits,” “The Medical Practice Disaster Planning Workbook,” and coauthor of “Lean Six Sigma for the Medical Practice: Improving Profitability by Improving Processes.” He can be reached at odahl@owendahlconsulting.com or 281 367 3364.
There are always so many things to do to improve a practice that it is often overwhelming. The idea of staking out one particular issue/function/process is helpful. Front a strategic planning perspective you can possibly identify the various key issues to work on and then set a timeline for working through them... one at a time. Instead of LEAN I use "strategic initiative". Works in the same manner.
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It is important for you to "think business" as you look at your medical practice. It is also important to recognize that there are many processes in your business where delays are costly in terms of time, money, and patient satisfaction. These include scheduling, cycle time (time that a patient spends in the office), and billing.
Once you've identified your problem area and the steps you will take to implement changes, then in a few weeks or months, you will measure what is now your new current state to see if there has in fact been improvement.
For example, let's say you are having trouble with your cycle time. You are receiving complaints from patients directly — or through your patient satisfaction survey — that they have to wait too long to see the doctor. So you want to take this on as a lean project. You first assemble a team: which includes the receptionist, a medical assistant, a doctor, and the office manager. They decide to follow and record the first patient each hour, for each doctor, for one week, to find out how long it is from check-in to check-out. The results are an average of 55 minutes for established patients. Together your team sets a goal to reduce cycle time by 10 percent or 5.5 minutes.
You then look at the process and decide that there are five basic steps: check in; triage or prep; the physician visit; the post-visit plan and implementation; and check out. Your team brainstorms together and determines that the main area of focus should be delays in the prep area which include: vitals; weight; documentation; and room prep. You agree to change a few things and see what happens.
Three months later you measure again and find that the average cycle time is now 51 minutes for established patients. Not quite on goal but better. Your team agrees to work toward continuous improvement, but this time you not only want to check the overall cycle time, you now measure each of the four steps. The results indicate that the area that has the biggest delay is check-in. So you choose to look at that, decide on some changes, implement those changes, and later measure the results.
The next measurement shows improvement in the cycle time by five minutes, so you are now at 46 minutes. You believe you can reduce it even more, so you go through the same process again.
Does this sound complicated? It really isn't since you are doing a random sample of a few patients. But what is happening is that you are beginning to "think lean" and the results are showing in improved patient satisfaction scores and reduced patient complaints. Your staff is happier, and everyone is getting home earlier! Another benefit is that you can put your "gained" time to better use, such as promoting a marketing campaign for your practice.
Whatever area of your practice needs improvement, consider lean thinking as a way to get the most out of your time — your patients, staff, and practice will be glad you did.
Owen Dahl, FACHE, CHBC, is a nationally recognized medical practice management consultant and author of “Think Business! Medical Practice Quality, Efficiency, Profits,” “The Medical Practice Disaster Planning Workbook,” and coauthor of “Lean Six Sigma for the Medical Practice: Improving Profitability by Improving Processes.” He can be reached at odahl@owendahlconsulting.com or 281 367 3364.
There are always so many things to do to improve a practice that it is often overwhelming. The idea of staking out one particular issue/function/process is helpful. Front a strategic planning perspective you can possibly identify the various key issues to work on and then set a timeline for working through them... one at a time. Instead of LEAN I use "strategic initiative". Works in the same manner.
Privacy Statement Terms of Service Advertising Information Editorial Policy Statement Editorial Board Contribute to the Site Find Us On...
es
Understanding the terms and terminologies of a concept is the basic learning step and lean is no exception. In order to gain a firm knowledge on Lean Six Sigma, it is very essential to realize the terms and terminologies used ...
Lean Six Sigma Courses
Andon: Andon is a term from manufacturing that means a system used for notifying management, maintenance and other workers of a quality of process problem. An Andon system is a principle element in Lean approach.
Black Belt: Black Belts are official Team Leaders of Enterprise Wide projects. They form the first line of communication between Master Black Belts and Six Sigma Team Members, and Top Management and Six Sigma team members.
Bottleneck: Bottleneck is a process or a chain of processes where the capacity of an entire system is limited by a single or limited number of resources.
Changeover: Changeover is a process in lean that means the process of converting a machine from running one product to a different one. Quick changeovers in lean allow companies to move through an inventory flow.
Continuous Flow: Continuous flow in manufacturing means a strategy that is produced using JIT or Kanban production approach. In simple terms continuous flow is moving products from one system to other without separating them majorly.
ERP: Enterprise Resource Planning or ERP systems integrate internal and external management information throughout an entire organization. ERP systems automate various activities such as accounting, manufacturing, sales and so on using an integrated software application.
Genchi Genbutsu: Genchi Genbutsu literally means ‘go’ and ‘see’. In Lean approach, Genchi Genbutsu refers to a key approach used in problem solving. It means go and see the problem.
JIT: Just in Time or JIT is a popular lean operations practice. This is a Lean practiced principle that means materials should be delivered to the job site in the correct amount and at the correct time.
Lean Enterprise: Lean enterprise or lean manufacturing is an organization that engages in the process of waste elimination. In lean enterprise, the expenditure of resources for any set goal is considered as a target for elimination as compared to creation of value for customers.
LSSBB: LSSBB Stands for Lean Six Sigma Black Belt. LSSBB is a coveted certification in quality management that demonstrates one’s ability to deploy his skills learnt during the training program in enterprise wide projects and can approach for full time process excellence roles.
MES: Manufacturing Execution System or MES manages manufacturing operations in factories. It means a networked computing system that is used in order to automate production control and process automation.
OEE: Overall Equipment Effectiveness or OEE is a hierarchy of metrics developed by Seiichi Nakajima in 1960′s that measures the availability, performance efficiency, and quality rate of equipment.
Six Sigma: Six Sigma suggests reducing variations in a process. It is a standard approach and a measure of quality that focuses on achieving the state of near to perfection.
TQM: Total Quality Management or TQM as the terms suggests is a philosophy of management that pushes continuous improvement in the quality of products and processes.
TPM: Total Productive Maintenance or TPM is a maintenance system that addresses maintenance issues before they become major problems.
These are the most commonly used Lean terms and terminologies. To know more, you can visit Simplilearn’s Lean Six Sigma Black Belt Certification Training page. Simplilearn offers Lean Six Sigma Black Belt Certification training through its unique learning model that includes LSSBB Classroom training and Online LSSBB Certification training. One can also opt for 100% online LSSGB training.
simplilearn #Simplilearn.com hosts “#ProjectManagement+": goo.gl/wbGcT 21 hours ago · reply · retweet · favorite simplilearn Effectively #Communicating in your #Projects: Writing audience focussed emails: goo.gl/6KzX4 22 hours ago · reply · retweet · favorite simplilearn Thanks to everybody for making #PM+ a huge success. Please watch this space for more photos & info.
The Turning Point is the official blog of Simplilearn.com, the industry leader in online education and training for professional certification courses. | © 2011. Simplilearn.com.
Global Association of Risk Professionals, Inc. (GARPTM) does not endorse, promote, review or warrant the accuracy of the products or services offered by Simplilearn for FRM® related information, nor does it endorse any pass rates claimed by the provider. Further, GARP is not responsible for any fees or costs paid by the user to Simplilearn nor is GARP responsible for any fees or costs of any person or entity providing any services to Simplilearn Study Program.
CFA Institute does not endorse, promote, or warrant the accuracy or quality of the products or services offered by Simplilearn. CFA Institute, CFA®, and Chartered Financial Analyst®; are trademarks owned by CFA Institute.
Black Belt: Black Belts are official Team Leaders of Enterprise Wide projects. They form the first line of communication between Master Black Belts and Six Sigma Team Members, and Top Management and Six Sigma team members.
Bottleneck: Bottleneck is a process or a chain of processes where the capacity of an entire system is limited by a single or limited number of resources.
Changeover: Changeover is a process in lean that means the process of converting a machine from running one product to a different one. Quick changeovers in lean allow companies to move through an inventory flow.
Continuous Flow: Continuous flow in manufacturing means a strategy that is produced using JIT or Kanban production approach. In simple terms continuous flow is moving products from one system to other without separating them majorly.
ERP: Enterprise Resource Planning or ERP systems integrate internal and external management information throughout an entire organization. ERP systems automate various activities such as accounting, manufacturing, sales and so on using an integrated software application.
Genchi Genbutsu: Genchi Genbutsu literally means ‘go’ and ‘see’. In Lean approach, Genchi Genbutsu refers to a key approach used in problem solving. It means go and see the problem.
JIT: Just in Time or JIT is a popular lean operations practice. This is a Lean practiced principle that means materials should be delivered to the job site in the correct amount and at the correct time.
Lean Enterprise: Lean enterprise or lean manufacturing is an organization that engages in the process of waste elimination. In lean enterprise, the expenditure of resources for any set goal is considered as a target for elimination as compared to creation of value for customers.
LSSBB: LSSBB Stands for Lean Six Sigma Black Belt. LSSBB is a coveted certification in quality management that demonstrates one’s ability to deploy his skills learnt during the training program in enterprise wide projects and can approach for full time process excellence roles.
MES: Manufacturing Execution System or MES manages manufacturing operations in factories. It means a networked computing system that is used in order to automate production control and process automation.
OEE: Overall Equipment Effectiveness or OEE is a hierarchy of metrics developed by Seiichi Nakajima in 1960′s that measures the availability, performance efficiency, and quality rate of equipment.
Six Sigma: Six Sigma suggests reducing variations in a process. It is a standard approach and a measure of quality that focuses on achieving the state of near to perfection.
TQM: Total Quality Management or TQM as the terms suggests is a philosophy of management that pushes continuous improvement in the quality of products and processes.
TPM: Total Productive Maintenance or TPM is a maintenance system that addresses maintenance issues before they become major problems.
These are the most commonly used Lean terms and terminologies. To know more, you can visit Simplilearn’s Lean Six Sigma Black Belt Certification Training page. Simplilearn offers Lean Six Sigma Black Belt Certification training through its unique learning model that includes LSSBB Classroom training and Online LSSBB Certification training. One can also opt for 100% online LSSGB training.
simplilearn #Simplilearn.com hosts “#ProjectManagement+": goo.gl/wbGcT 21 hours ago · reply · retweet · favorite simplilearn Effectively #Communicating in your #Projects: Writing audience focussed emails: goo.gl/6KzX4 22 hours ago · reply · retweet · favorite simplilearn Thanks to everybody for making #PM+ a huge success. Please watch this space for more photos & info.
The Turning Point is the official blog of Simplilearn.com, the industry leader in online education and training for professional certification courses. | © 2011. Simplilearn.com.
Global Association of Risk Professionals, Inc. (GARPTM) does not endorse, promote, review or warrant the accuracy of the products or services offered by Simplilearn for FRM® related information, nor does it endorse any pass rates claimed by the provider. Further, GARP is not responsible for any fees or costs paid by the user to Simplilearn nor is GARP responsible for any fees or costs of any person or entity providing any services to Simplilearn Study Program.
CFA Institute does not endorse, promote, or warrant the accuracy or quality of the products or services offered by Simplilearn. CFA Institute, CFA®, and Chartered Financial Analyst®; are trademarks owned by CFA Institute.
The team concept both increases stress on the workforce and creates the illusion that workers themselves are responsible for this stress. After all, the teacher teams assign themselves the work. Of course, in a lean school, teachers are never given the option to reject the team model, which generates the work; they have to choose between being a “team player” and volunteering for new tasks and responsibilities or letting down their co-workers.
The cumulative result is, predictably, frustration and exhaustion: frustration because teachers constantly find themselves having to shortchange their pedagogical responsibilities (planning lessons, developing curricula) and focus on team (administrative) responsibilities; and exhaustion because teacher workloads were barely manageable before this additional work was assigned.
The name “lean production” suggests that the practice emphasizes ruthless efficiency and eliminating waste. True, but those tactics have been around since the Industrial Revolution. What makes lean production unique from other forms of capitalist production is its “Management by Stress” approach: to achieve maximum efficiency, management deliberately stresses workplace systems to the point of breakdown.
In Choosing Sides: Unions and the Team Concept, Jane Slaughter and Mike Parker note that production in U.S. factories was traditionally supposed to keep moving 24/7. Breakdowns were considered crises. In a lean factory, however, supervisors speed up the production process until a worker drops a widget, loses a finger, or has a nervous breakdown. Such breakdowns are viewed as a positive because they allow management to identify weak links in the chain of production. As Slaughter and Parker write, “If the system is stressed…the weakest points become evident…Once the problems have been corrected, the system can then be further stressed (perhaps by reducing the number of workers) and then rebalanced.” The line can then be sped up again until the next breakdown occurs.
Occupational stress and its attendant physical and mental breakdowns have always been risks for teachers, but in lean schools, such breakdowns are a management goal. The consequences for teachers and students are catastrophic. Not surprisingly, teacher turnover rates have increased dramatically as schools have gotten leaner and leaner. USA Today recently reported that the average classroom teacher now has one year of experience. Research indicates that turnover is 50% higher in high-poverty schools—which happen to be the laboratories for lean production in education—than affluent ones.
Day to day, high turnover hurts staff cohesion and the shared sense of community in schools. A recent study conducted by researchers from the University of Michigan, Stanford, and the University of Virginia found that teacher turnover even takes an academic tl on students. The researchers found that an increase in teacher turnover “by 1 standard deviation corresponded with a decrease in math achievement of 2 percent of a standard deviation.”
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Lean on Lean
The Steelers ran like the days of old, and cornerback Ike Taylor backed up big words this week with one of the finest performances of his career as the Steelers dispatched Cincinnati 24-17.
Lean on Lean
ArizonaAtlantaBay AreaBostonChicagoClevelandDCDallasDenverDetroitHoustonKansas CityLos AngelesMinnesotaNew YorkPhillyPittsburghSeattleSt.
UFCStrikeforceDREAMBellatorWECUSA RegionalMFCSengokuK-1International RegionalYahoo! Fantasy FootballYahoo! Sports IQYahoo! College Pick'emYahoo! Fantasy HockeyYahoo! Fantasy BasketballPick 6 FootballCFBCBBUFCSoccerNASCARFantasyGolfTennisVideoLocalCyclingBoxingHorse RacingRunningWater PoloWrestlingSponsored by XFINITY Gameday Coverage Brought to you By Latest News Steelers Postgame Recap and Review Depleted Steelers lean on Willie Colon, Ike Taylor in first road win of 2012220 By Neal Coolong on Oct 22, 12:
The Steelers were out two starting offensive linemen and had their best performance of the year. Oft-criticized cornerback Ike Taylor allowed one catch and eight yards to Bengals WR A.J. Green as the Steelers topped the host Bengals 24-17 in Week 7.
If someone told the Steelers they weren't going to be able to run the ball, they forgot to tell left guard Willie Colon, and running back Jonathan Dwyer.There were plenty people of saying it. Dwyer, aided by a 32-yard run that allowed the Steelers to kneel the game out inside the Bengals' 10-yard line, rushed for 122 yards in the Steelers' 24-17 win in Cincinnati Sunday.If someone told the Steelers they were going to be able to defend Bengals WR A.J. Green, they forgot to tell cornerback Ike Taylor.Taylor sounded off on his weekly radio show about criticism he's received lately and he turned in one of the finest performance of his career. He played disciplined, aggressive football, not committing a penalty, and challenging one of the game's best receivers.Green entered the game with 22 catches, 317 yards and four touchdowns in his past three games. Sunday? One catch, eight yards, six targets. Taylor completely shut the AFC Offensive Player of the Month in September out.Dropping down 14-3 early in the game, it appeared it was much of the same for a Steelers team that has struggled to compete in road games. Pittsburgh got a big turnover - an interception by outside linebacker LaMarr Woodley - and turned it into a Heath Miller touchdown reception from Ben Roethlisberger. The pair connected on a two-point conversion to tie the game at halftime.After splitting field goals, the Steelers' defense took over.Cincinnati had 28 yards on their final four drives, their last play being a desperation throw about 11 feet over the head of Green - a play he nearly made.It was the only spot the rotating Steelers defense of Taylor and another defender didn't cover with certainty.As the defense shut Cincinnati down, the Steelers running game heated up. Colon was dominant in what was perhaps his best game as an offensive lineman - let alone as a left guard in his first year at the position.Colon led the offensive line's best overall performance in a very long time, despite two sacks and two pressures, the unit dominated without its best lineman, center Maurkice Pouncey, and right tackle Marcus Gilbert.The Bengals made Sunday their 32nd consecutive game with at least one sack, and it's one of the better pass-rushing units in the NFL. Behind a game-plan aimed at short passes, the Steelers protected well, and overwhelmed the Bengals in the second half.Roethlisberger was an impressive 27-for-37 for 278 yards and a touchdown along with a first-half interception. His counterpart, Andy Dalton, was 14-for-28 for 105 yards with a touchdown and an interception.The Steelers (3-3) will go into their Week 8 game at home against Washington with a sense of optimism. Dwyer was their first 100-yard rusher this season. Taylor and Colon - penalty-ravaged in 2012 - weren't flagged once. Roethlisberger was sharp and decisive despite numerous drops from wide receiver Mike Wallace.Pittsburgh's season has new breath, and with health being the main concern, they didn't suffer one injury.Except WR Emmanuel Sanders, who appeared to be clipped by a sniper in the fourth quarter. He miraculously survived, and even played the rest of the game.
UFCStrikeforceDREAMBellatorWECUSA RegionalMFCSengokuK-1International RegionalYahoo! Fantasy FootballYahoo! Sports IQYahoo! College Pick'emYahoo! Fantasy HockeyYahoo! Fantasy BasketballPick 6 FootballCFBCBBUFCSoccerNASCARFantasyGolfTennisVideoLocalCyclingBoxingHorse RacingRunningWater PoloWrestlingSponsored by XFINITY Gameday Coverage Brought to you By Latest News Steelers Postgame Recap and Review Depleted Steelers lean on Willie Colon, Ike Taylor in first road win of 2012220 By Neal Coolong on Oct 22, 12:
The Steelers were out two starting offensive linemen and had their best performance of the year. Oft-criticized cornerback Ike Taylor allowed one catch and eight yards to Bengals WR A.J. Green as the Steelers topped the host Bengals 24-17 in Week 7.
If someone told the Steelers they weren't going to be able to run the ball, they forgot to tell left guard Willie Colon, and running back Jonathan Dwyer.There were plenty people of saying it. Dwyer, aided by a 32-yard run that allowed the Steelers to kneel the game out inside the Bengals' 10-yard line, rushed for 122 yards in the Steelers' 24-17 win in Cincinnati Sunday.If someone told the Steelers they were going to be able to defend Bengals WR A.J. Green, they forgot to tell cornerback Ike Taylor.Taylor sounded off on his weekly radio show about criticism he's received lately and he turned in one of the finest performance of his career. He played disciplined, aggressive football, not committing a penalty, and challenging one of the game's best receivers.Green entered the game with 22 catches, 317 yards and four touchdowns in his past three games. Sunday? One catch, eight yards, six targets. Taylor completely shut the AFC Offensive Player of the Month in September out.Dropping down 14-3 early in the game, it appeared it was much of the same for a Steelers team that has struggled to compete in road games. Pittsburgh got a big turnover - an interception by outside linebacker LaMarr Woodley - and turned it into a Heath Miller touchdown reception from Ben Roethlisberger. The pair connected on a two-point conversion to tie the game at halftime.After splitting field goals, the Steelers' defense took over.Cincinnati had 28 yards on their final four drives, their last play being a desperation throw about 11 feet over the head of Green - a play he nearly made.It was the only spot the rotating Steelers defense of Taylor and another defender didn't cover with certainty.As the defense shut Cincinnati down, the Steelers running game heated up. Colon was dominant in what was perhaps his best game as an offensive lineman - let alone as a left guard in his first year at the position.Colon led the offensive line's best overall performance in a very long time, despite two sacks and two pressures, the unit dominated without its best lineman, center Maurkice Pouncey, and right tackle Marcus Gilbert.The Bengals made Sunday their 32nd consecutive game with at least one sack, and it's one of the better pass-rushing units in the NFL. Behind a game-plan aimed at short passes, the Steelers protected well, and overwhelmed the Bengals in the second half.Roethlisberger was an impressive 27-for-37 for 278 yards and a touchdown along with a first-half interception. His counterpart, Andy Dalton, was 14-for-28 for 105 yards with a touchdown and an interception.The Steelers (3-3) will go into their Week 8 game at home against Washington with a sense of optimism. Dwyer was their first 100-yard rusher this season. Taylor and Colon - penalty-ravaged in 2012 - weren't flagged once. Roethlisberger was sharp and decisive despite numerous drops from wide receiver Mike Wallace.Pittsburgh's season has new breath, and with health being the main concern, they didn't suffer one injury.Except WR Emmanuel Sanders, who appeared to be clipped by a sniper in the fourth quarter. He miraculously survived, and even played the rest of the game.
Lean Black Belt
Understanding the terms and terminologies of a concept is the basic learning step and lean is no exception. In order to gain a firm knowledge on Lean Six Sigma,
Lean Black Belt
Andon: Andon is a term from manufacturing that means a system used for notifying management, maintenance and other workers of a quality of process problem. An Andon system is a principle element in Lean approach.
Black Belt: Black Belts are official Team Leaders of Enterprise Wide projects. They form the first line of communication between Master Black Belts and Six Sigma Team Members, and Top Management and Six Sigma team members.
Bottleneck: Bottleneck is a process or a chain of processes where the capacity of an entire system is limited by a single or limited number of resources.
Changeover: Changeover is a process in lean that means the process of converting a machine from running one product to a different one. Quick changeovers in lean allow companies to move through an inventory flow.
Continuous Flow: Continuous flow in manufacturing means a strategy that is produced using JIT or Kanban production approach. In simple terms continuous flow is moving products from one system to other without separating them majorly.
ERP: Enterprise Resource Planning or ERP systems integrate internal and external management information throughout an entire organization. ERP systems automate various activities such as accounting, manufacturing, sales and so on using an integrated software application.
Genchi Genbutsu: Genchi Genbutsu literally means ‘go’ and ‘see’. In Lean approach, Genchi Genbutsu refers to a key approach used in problem solving. It means go and see the problem.
JIT: Just in Time or JIT is a popular lean operations practice. This is a Lean practiced principle that means materials should be delivered to the job site in the correct amount and at the correct time.
Lean Enterprise: Lean enterprise or lean manufacturing is an organization that engages in the process of waste elimination. In lean enterprise, the expenditure of resources for any set goal is considered as a target for elimination as compared to creation of value for customers.
LSSBB: LSSBB Stands for Lean Six Sigma Black Belt. LSSBB is a coveted certification in quality management that demonstrates one’s ability to deploy his skills learnt during the training program in enterprise wide projects and can approach for full time process excellence roles.
MES: Manufacturing Execution System or MES manages manufacturing operations in factories. It means a networked computing system that is used in order to automate production control and process automation.
OEE: Overall Equipment Effectiveness or OEE is a hierarchy of metrics developed by Seiichi Nakajima in 1960′s that measures the availability, performance efficiency, and quality rate of equipment.
Six Sigma: Six Sigma suggests reducing variations in a process. It is a standard approach and a measure of quality that focuses on achieving the state of near to perfection.
TQM: Total Quality Management or TQM as the terms suggests is a philosophy of management that pushes continuous improvement in the quality of products and processes.
TPM: Total Productive Maintenance or TPM is a maintenance system that addresses maintenance issues before they become major problems.
These are the most commonly used Lean terms and terminologies. To know more, you can visit Simplilearn’s Lean Six Sigma Black Belt Certification Training page. Simplilearn offers Lean Six Sigma Black Belt Certification training through its unique learning model that includes LSSBB Classroom training and Online LSSBB Certification training. One can also opt for 100% online LSSGB training.
simplilearn #Simplilearn.com hosts “#ProjectManagement+": goo.gl/wbGcT 21 hours ago · reply · retweet · favorite simplilearn Effectively #Communicating in your #Projects: Writing audience focussed emails: goo.gl/6KzX4 22 hours ago · reply · retweet · favorite simplilearn Thanks to everybody for making #PM+ a huge success. Please watch this space for more photos & info.
The Turning Point is the official blog of Simplilearn.com, the industry leader in online education and training for professional certification courses. | © 2011. Simplilearn.com.
Global Association of Risk Professionals, Inc. (GARPTM) does not endorse, promote, review or warrant the accuracy of the products or services offered by Simplilearn for FRM® related information, nor does it endorse any pass rates claimed by the provider. Further, GARP is not responsible for any fees or costs paid by the user to Simplilearn nor is GARP responsible for any fees or costs of any person or entity providing any services to Simplilearn Study Program.
CFA Institute does not endorse, promote, or warrant the accuracy or quality of the products or services offered by Simplilearn. CFA Institute, CFA®, and Chartered Financial Analyst®; are trademarks owned by CFA Institute.
Black Belt: Black Belts are official Team Leaders of Enterprise Wide projects. They form the first line of communication between Master Black Belts and Six Sigma Team Members, and Top Management and Six Sigma team members.
Bottleneck: Bottleneck is a process or a chain of processes where the capacity of an entire system is limited by a single or limited number of resources.
Changeover: Changeover is a process in lean that means the process of converting a machine from running one product to a different one. Quick changeovers in lean allow companies to move through an inventory flow.
Continuous Flow: Continuous flow in manufacturing means a strategy that is produced using JIT or Kanban production approach. In simple terms continuous flow is moving products from one system to other without separating them majorly.
ERP: Enterprise Resource Planning or ERP systems integrate internal and external management information throughout an entire organization. ERP systems automate various activities such as accounting, manufacturing, sales and so on using an integrated software application.
Genchi Genbutsu: Genchi Genbutsu literally means ‘go’ and ‘see’. In Lean approach, Genchi Genbutsu refers to a key approach used in problem solving. It means go and see the problem.
JIT: Just in Time or JIT is a popular lean operations practice. This is a Lean practiced principle that means materials should be delivered to the job site in the correct amount and at the correct time.
Lean Enterprise: Lean enterprise or lean manufacturing is an organization that engages in the process of waste elimination. In lean enterprise, the expenditure of resources for any set goal is considered as a target for elimination as compared to creation of value for customers.
LSSBB: LSSBB Stands for Lean Six Sigma Black Belt. LSSBB is a coveted certification in quality management that demonstrates one’s ability to deploy his skills learnt during the training program in enterprise wide projects and can approach for full time process excellence roles.
MES: Manufacturing Execution System or MES manages manufacturing operations in factories. It means a networked computing system that is used in order to automate production control and process automation.
OEE: Overall Equipment Effectiveness or OEE is a hierarchy of metrics developed by Seiichi Nakajima in 1960′s that measures the availability, performance efficiency, and quality rate of equipment.
Six Sigma: Six Sigma suggests reducing variations in a process. It is a standard approach and a measure of quality that focuses on achieving the state of near to perfection.
TQM: Total Quality Management or TQM as the terms suggests is a philosophy of management that pushes continuous improvement in the quality of products and processes.
TPM: Total Productive Maintenance or TPM is a maintenance system that addresses maintenance issues before they become major problems.
These are the most commonly used Lean terms and terminologies. To know more, you can visit Simplilearn’s Lean Six Sigma Black Belt Certification Training page. Simplilearn offers Lean Six Sigma Black Belt Certification training through its unique learning model that includes LSSBB Classroom training and Online LSSBB Certification training. One can also opt for 100% online LSSGB training.
simplilearn #Simplilearn.com hosts “#ProjectManagement+": goo.gl/wbGcT 21 hours ago · reply · retweet · favorite simplilearn Effectively #Communicating in your #Projects: Writing audience focussed emails: goo.gl/6KzX4 22 hours ago · reply · retweet · favorite simplilearn Thanks to everybody for making #PM+ a huge success. Please watch this space for more photos & info.
The Turning Point is the official blog of Simplilearn.com, the industry leader in online education and training for professional certification courses. | © 2011. Simplilearn.com.
Global Association of Risk Professionals, Inc. (GARPTM) does not endorse, promote, review or warrant the accuracy of the products or services offered by Simplilearn for FRM® related information, nor does it endorse any pass rates claimed by the provider. Further, GARP is not responsible for any fees or costs paid by the user to Simplilearn nor is GARP responsible for any fees or costs of any person or entity providing any services to Simplilearn Study Program.
CFA Institute does not endorse, promote, or warrant the accuracy or quality of the products or services offered by Simplilearn. CFA Institute, CFA®, and Chartered Financial Analyst®; are trademarks owned by CFA Institute.
Another hallmark of lean production that’s made its way into public schools is value added assessment. The concept emerged from the lean technique of value mapping, wherein managers track the flow of value through each stage of the production process. In a lean workplace, the ideal is an unobstructed flow of value from raw material to finished product.
Before tracking the flow of value, however, managers must, as lean production experts James Womack and Daniel Jones write, “specify value.” In lean schools, value is “specified” as test scores. In a lean school, teachers are managers who supervise the flow of value through their students, whose job is to produce test scores as efficiently as possible. Unless they contribute to the production or flow of value, abstract values like emotional and social development, safety, comfort, and joy are all considered waste.
Value added assessments are then used to impose rankings upon teachers. Rankings are another key element of the lean production philosophy. As lean management guru Bob Emiliani puts it, “The final element of… evolving human resource practice was… an annual forced ranking of all associates.” Forced rankings will certainly sound familiar to anyone who’s been following the recent attacks on teachers from New York to California, where politicians and media outlets used test-based teacher rankings to publicly humiliate teachers—even when those rankings are statistically meaningless.
Public humiliation is certainly useful for lean managers who seek to place constant pressure on their employees so that, as Womack and Jones write, they can “do more and more with less and less.” The primary goal of forced rankings is, however, to shrink the workforce and see how far remaining workers can be stretched before they crack. Emiliani advises managers to “develop an action plan” for the “bottom ten percent” of workers, and if there’s no measurable improvement in performance, “the associate would be subject to involuntary separation.” For the best of the workers—more work! As Bill Gates proposed last year in the Washington Post, policymakers should “get more students in front of top teachers by identifying the top 25 percent of teachers and asking them to take on four or five more students.”
My former school’s quality review lauded, among other things, the school’s commitment to “continuous refinements and revisions to curriculum.” Like teams, continuous improvement is a key component of lean production—and it too sounds great in theory. Who doesn’t want to improve continuously? In lean production, however, the goal isn’t to continuously develop workers’ skills or even improve the quality of their products. What’s continuously improved is the production process itself, and the metric for measuring improvement is efficiency.
Of course, as labor educator Charley Richardson has pointed out, efficiency is not an absolute concept, but is socially defined. Richardson notes, “Coffee breaks, production limits and staffing levels are all designed to improve the production process from a worker perspective and are all inefficiencies from a management perspective.” In a lean workplace, continuous improvement means the elimination of whatever makes the work process humane and tolerable in order to increase production numbers.
Ultimately, both the worker and the product are of minimal importance. Perfecting the labor process by maximizing efficiency, regardless of the collateral damage to worker or product, is the goal. In lean schools, teaching, learning, and student growth become secondary.
In 2011, the New York Times cited my former school as an example of a troubling new trend: schools with high graduation rates whose students are overwhelmingly unprepared for college. That same year, the City University of New York reported that this school’s graduates disproportionately required remedial services in college. While this school failed as an academic institution, it had excelled as a laboratory for lean education, implementing all aspects of business-minded reform as aggressively as possible.
The goal of lean education isn’t teaching or learning; it’s creating lean workplaces where teachers are stretched to their limits so that students can receive the minimum support necessary to produce satisfactory test scores. It is critical for teachers to see this clearly because lean production is indeed “continuous”: in other words, it’s insatiable. The harder teachers work to satisfy the demands of lean managers, the harder we will be pushed, until we break down. There is no end to this process.
It is equally critical for parents to understand that their children are being subjected to school reforms that are in fact experiments in educational deprivation. The goal of business-minded reformers is not to create “better” schools for children. It’s to create leaner schools for administrators to manage with greater ease. Parents and teachers must fight this process together, or student learning in public schools will continue to suffer.
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Lean Sigma Certification is fast becoming less of a luxury and more of a necessity. Whether you are looking for that next step up the ladder, or need the skills to turn your business around - The Return on Investment from getting Certified will be phenomenal ! (If you actually apply it)
Traditional methods of engaging in Lean Sigma Black Belt Certification are very time consuming and costly, especially when many improvement professionals already know the theory and have completed more than enough projects to qualify them for the title of 'Black Belt'.
Our Certification course caters for all levels of experience, with no time restrictions for submission of exam and project documentation.
Here is what one of our recent students said about our course material, immediately after gaining access to it - "Thank you Mr. Swift. I have looked over the materials and I must say that I am very impressed. Not only is this a course in Lean Six Sigma Principles, it is also an implementation package for my company's manufacturing processes. I am quite frankly blown away by the detail of the material presented."
Many thanks for this lean Six Sigma product, Fantastic, Brilliant only describe as World Class. Have worked in manufacturing since 1977.
Thank you Mr. Swift. I have looked over the materials and I must say that I am very impressed. Not only is this a course in Lean Six Sigma Principles, it is also an implementation package for my company's manufacturing processes. I am quite frankly blown away by the detail of the material presented. I feel bad asking for a discount! Craig Denney MBA V.P. of Operations Westfield IN U.S.A I used the beyond lean on line Black Belt course and this has enabled me to gain certification and helps me to be considered for a wider range of roles. I was impressed by the wide range of materials you had access to and how comprehensive and understandable they were. I had a few questions about the course and was really impressed with the prompt turnaround of questions and also the marking and certification process was quickly completed. P.C.
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