Lean Execution > Articles by: Versalytics
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OEE – A Race Against Time

Background If “Time is Money”, is it reasonable for us to consider that “Wasting Time is Wasting Money?” Whether we are discussing customer service, health care, government services, or manufacturing – waste is often identified as one of the top concerns that must

Posted in Advanced Lean Manufacturing, Eliminate Waste, Lean Metrics, Lean Mindset, Theory of Constraints, Training Tagged with: , , , , , , , , ,

Lean – OEE and Pareto’s Law

The Premise:  Pareto’s Law The late Josheph Juran introduced the world to Pareto’s Law, aptly named after Italian economist Vilfredo Pareto.  Many business and quality professionals alike are familiar with Pareto’s law and often refer to it as the 80 /

Posted in Advanced Lean Manufacturing, Pareto's Law, Quality Tagged with: , , , , , , , ,

Scorecards and Dashboards

I recently published, Urgent -> The Cost of Things Gone Wrong, where I expressed concern for dashboards that are attempting to do too much.  In this regard, they become more of a distraction instead of serving the intended purpose of

Posted in Execution, Lean Metrics, Performance Tagged with: , , , , , , , ,

Toyota’s Culture – Inside Out

As discussed on our Lean Roadmap page, the culture that exists inside your company will determine the success or failure of your lean initiatives in the long-term.  So, how do we cultivate and nurture this culture that we desire to achieve? Fortunately, I found a great article,  How

Posted in Advanced Lean Manufacturing, Culture Tagged with: , , , , , , ,

Lean Is …

What is lean?  The following definition is from the Oregon Manufacturing Extension Partnership website, http://www.omep.org: Lean Is A systematic approach for delivering the highest quality, lowest cost products with the shortest lead-times through the relentless elimination of waste. The eights wastes

Posted in Lean, Lean Mindset Tagged with: , , , , , , ,

What are we Changing?

Our process improvement strategy is founded on the Theory of Constraints where improvement initiatives are supported by lean and six sigma tools.  Process disruptions affecting flow and task execution all contribute to variance and the efforts to eliminate or reduce

Posted in Advanced Lean Manufacturing, Theory of Constraints Tagged with: , , , , , , , , , ,

OEE in an imperfect world

Background: This is a more general presentation of “Variation:  OEE’s Silent Partner” published on January 31, 2011. In a perfect world we can produce quality parts at rate, on time, every time.  In reality, however, all aspects of our processes

Posted in Advanced Lean Manufacturing, Availability, Performance, Problem Solving, Process Control and OEE, Quality Tagged with: , , , , , , , , ,

Variance – OEE’s Silent Partner (Killer)

I was recently involved in a discussion regarding the value of Overall Equipment Effectiveness (OEE).  Of course, I fully supported OEE and confirmed that it can bring tremendous value to any organization that is prepared to embrace it as a

Posted in Advanced Lean Manufacturing, Lean Metrics, Performance, Problem Solving Tagged with: , , , , , , ,

Achieve Sustainability Through Integration

It’s no secret that lean is much more than a set of tools and best practices designed to eliminate waste and reduce variance in our operations.  I contend that lean is defined by a culture that embraces the principles on

Posted in Advanced Lean Manufacturing, Culture, Execution, Lean, Lean Metrics, Lean Mindset Tagged with: , , , , , , , , , , ,

Lean Paralysis

Lean – Breaking Through Paralysis Significant initiatives, including lean, can reach a level of stagnation that eventually cause the project to either lose focus or disappear altogether.  Hundreds of books have already been written that reinforce the concept that the company culture will ultimately

Posted in Advanced Lean Manufacturing, Lean Metrics, Lean Mindset Tagged with: , , , , , , ,
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