All Features
Rip Stauffer
A lot of people in my classes struggle with conditional probability. Don’t feel alone, though. A lot of people get this (and simple probability, for that matter) wrong. If you read Innumeracy by John Allen Paulos (Hill and Wang, 1989), or The Power of Logical Thinking by Marilyn vos Savant (St.…
Bruce Hamilton
Many years ago, the Toyota Production System Support Center (TSSC) introduced a visual measurement device to my factory, referred to as a “production activity log” (PAL), also known to some as an hour-by-hour chart. Posted at the last operation of a particular process, the PAL provided an up-to-the…
Bruce Hamilton
Three years ago I wrote an article titled “The Emperor’s New Huddle Boards,” in which I expressed concern about the trappings of improvement without actual improvement. Since then, my concern about the application of leader standard work and gemba walks has deepened as these potentially valuable…
Mike Richman
There are many subjects that we cover regularly here at Quality Digest. Chief among these are standards (ISO 9001 or IATF 16949, for example) methodologies (such as lean, Baldrige, or Six Sigma), and test and measurement systems (like laser trackers or micrometers). One topic, however, is…
Matthew E. May
Process improvers the world over rally around root cause analysis as if it were the holy grail of all things organizational. But is it?
Understanding the root cause of a problem certainly makes sense in the context of a present day situation carrying the potential for a correct answer or solution…
Dirk Dusharme
In our May 11, 2018, episode of QDL, we looked at overproducing ideas, bad quotas (aren’t they all), and how anger can help identify core values.
“Questioning Quotas”
When are quotas bad? Most of the time. But here’s a good example.
“How to Find Your Company’s Core Values”
Oddly enough, your…
Bruce Hamilton
Last month I joined Eric Buhrens, CEO at Lean Enterprise Institute (LEI), to host a leadership team from Tel Aviv’s Sourasky Medical Center. They were on a study mission to many of Boston’s fine hospitals and were winding up their week with a visit to LEI. Early in the discussion, one of our guests…
Grant Nadell
Boeing is demanding its suppliers reduce their prices by 10 percent, according to a February 2018 article published in Bloomberg Businessweek. It’s a hard pill for many to swallow, given that that these cuts are on top of the roughly 15-percent cuts demanded in 2012, when the company launched its…
Mark Rosenthal
A couple of weeks ago I posed the question, “Are you overproducing improvements?” and compared a typical improvement “blitz” with a large monument machine that produces in large batches.
I’d like to dive a little deeper into some of the paradoxes and implications of 1:1 flow of anything,…
Harish Jose
I have been writing about kaizen a lot recently. It is a simple idea: change for the better. Generally, kaizen stands for small incremental improvements. Here I’m going to look at what is the best kind of kaizen.
The twist in the dumpling
A few posts back, I talked about the order for kaizen,…
Willie L. Carter
Becoming a process-focused organization requires a sustained effort, and for most industrial and service organizations that is a difficult task. Failure to improve the performance of your processes leads to a failure to improve the organization and results in improperly managing the business.
All…
Kevin Meyer
One of my great pleasures is going for a walk on the six-mile-long and generally empty beach a couple blocks from my house. There’s the remnant of a long-dormant (hopefully!) volcano at one end that is strangely humbling. A long walk in such a beautiful spot creates a connection between nature, my…
Mark Rosenthal
Imagine a factory with a large monument machine. It takes several days to set up. When it does run, it runs very fast, much faster than you can actually use its output. Therefore, you take the excess output and store it to use later. Actually, you don’t know how many items you need to make, so you…
Douglas C. Fair
Here’s a quick rundown of what we covered in part one of our list of top 10 mistakes to avoid when using statistical process control (SPC): training everyone, charting everything, segregating control charts from manufacturing, “pinching” the SPC coordinator, and using SPC because it’s a “good thing…
Douglas C. Fair
As you think about your organization’s manufacturing quality efforts—what you’ve overcome and what you hope to accomplish in the future—there is something you need to know.
You: What? Who? Me?
Me: Yes, you. No matter how long you’ve been playing this game (and I know many of you have been playing…
Gwendolyn Galsworth
The six core questions you see below are a window to help us understand why we struggle at work. Why? Because the answers to them are missing! The remedy is to first notice that—to notice the motion caused by those deficits. Then remove the motion by implementing visual answers. Imbed the answers…
Bonnie Stone
Dramatic cost savings. Lead time and inventory reductions. Improved transactional processes. Although lean has its roots in manufacturing, nearly every industry and type of organization around the world can benefit from it. A little while back, we reviewed the “Five Critical Lean Tools” that are a…
Benjamin Kessler
The rise of the independent worker is arguably the biggest change to hit the global labor market in decades. Well more than 30 percent of the United States workforce reportedly lack “real jobs” working full-time for a conventional company, and that figure, some say, may top 40 percent by 2020. If…
Mike Richman
QDL always strives to bring you a look at the people and stories making the news in the world of quality. We succeeded admirably on the “people” side of things this week and threw in a fun story about the physics of the basketball to boot. Let’s take a closer look:
“Clarity First Book Review and…
Debashis Sarkar
The cheating at Kobe Steel shook not just Japan but the entire manufacturing world. As Kobe Steel CEO Hiroya Kawasaki revealed, about 500 companies had received its falsely certified products, which affected not only those companies but also its entire supply chain. However, the issue at Kobe was…
Manfred Kets de Vries
According to the most recent report of the Economic Policy Institute, the average CEO-to-worker pay ratio in the United States has gone down from 286 to 1 (in 2015) to 271 to 1 (in 2016). This number may disappoint many top executives who were hoping to see it return to its peak of 383 to 1,…
Ryan E. Day
In part one of this article, we explored how Woodland Trade Co. (WTC) leveraged high-accuracy portable CMMs to help land tight-tolerance aerospace contracts, and even earn Boeing’s Supplier of the Year award. Here in part two, WTC’s QA manager William Shanks reveals the advanced technology that…
Jason Furness
In a previous article I wrote about the reasons why so many lean manufacturing, Six Sigma, and other improvement programs fail. In this article I’m going to expand on reason No. 1: the Academy Award Syndrome.
Academy Award Syndrome
The Academy Award Syndrome is where a program or project is…
Ryan E. Day
Manufacturing activities have strong ties to economic prosperity. Deloitte’s 2016 Global Manufacturing Competitiveness Index states, “Nations and companies are striving to advance to the next technology frontier and raise their economic well-being.” It’s no surprise that the manufacturing sector is…
Willie L. Carter
What differentiates a lean-thinking organization from a traditional one? Basically, the lean-thinking organization is grounded in the answers to two simple questions: “What do my customers value?” And, “What organization and work processes inside my company will most directly deliver that value?”…