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What did you expect? Benchmarking and Decisions – for better or worse.

What did you expect? Benchmarking & Decisions – for better or worse I recognize that benchmarking is not a new concept.  In business, we have learned to appreciate the value of benchmarking at the “macro level” through our deliberate attempts to establish a

Posted in Advanced Lean Manufacturing, Benchmarking, Execution, Lean, Lean Mindset, Problem Solving Tagged with: , , , , , , , ,

Integrated Waste: Lather, Rinse, Repeat

Admittedly, it has been a while since I checked a shampoo bottle for directions, however, I do recall a time in my life reading:  Lather, Rinse, Repeat.  Curiously, they don’t say when or how many times the process needs to be repeated. Perhaps

Posted in Advanced Lean Manufacturing, Execution, Lean, Problem Solving 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: , , , , , , , ,

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: , , , , , , , , ,

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: , , , , , , ,

How Effective is Your Problem Solving?

Background Of the many metrics that we use to manage our businesses, one area that is seldom measured is the effectiveness of the problem solving process itself.  We often engage a variety of problem solving tools such as 5-Why, Fishbone

Posted in Advanced Lean Manufacturing, Lean Metrics, Problem Solving, Process Control and OEE Tagged with: , , , , , , , , , , , ,

OEE and Capacity Management

Capacity – Available or Required? From a scheduling perspective it is very easy to determine how much capacity (or time) will be required to manufacture a minimum quantity of parts.  However, it is not just a matter of multiplying the Standard Cycle

Posted in Advanced Lean Manufacturing, Capacity, Lean Metrics, OEE: Overall Equipment Efficiency Tagged with: , , , , , , , , , , , , ,
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