All Features
Jon Miller
Whether I am speaking about lean to an audience of one or 100, if the conversation goes on long enough the question inevitably arises: “What’s next for lean?” I always manage an answer, typically tying it to the theme of the discussion, speech, or intended teaching but never quite giving the same…
Mike Micklewright
“To effect the economies, to bring in the power, to cut out the waste, and thus to fully realize the wage motive, we must have big business – which does not, however, necessarily mean centralized business. We are decentralizing.”
--Henry Ford “Today and Tomorrow”, 1926
Is your…
Gwendolyn Galsworth
As every company knows, workplace information—production schedules, customer requirements, engineering specifications, operational methods, tooling and fixtures, material procurement, work-in-process, and the thousand other details on which the daily life of the enterprise depends—can change…
Barbara A. Cleary
A spate of cartoons and commentary throughout the summer has lampooned BP, Halliburton, Transocean, and Cameron International for their apparent inability to plan timely control measures that might have constrained the destruction after the blowout on the Deepwater Horizon oil rig in the Gulf of…
Alberto B. Ayulo
Every journey has a beginning, and mine began during a U.S. Air Force commander’s first week on the job. He called a staff meeting and told everyone that things had to change for the organization to succeed, and “lean” was the solution. Everyone in the room looked dazed and confused, wondering…
John David Kendrick
Complexity can be thought of as the level of difficulty in solving mathematically presented problems. Six Sigma practitioners and operations research professionals are often asked to predict the complexity of a hardware or software product by predicting (in man-hours or full-time equivalents) the…
Gwendolyn Galsworth
Editor's note: In this second in a series of articles on workplace visuality, Gwendolyn Galsworth, Ph.D., author of Work That Makes Sense (Visual Lean Enterprise Press, 2010) and Visual Workplace/Visual Thinking (Visual-Lean Enterprise Press, 2005), and recognized visual expert, shows us how…
Steve Martin
I like the plan-do-check-act (PDCA) cycle for three reasons: It’s simple, it provides a pathway for teaching, and it works.
I love teaching. For me, seeing the light bulb over a lean student’s head illuminate for the first time is highly rewarding. During the early years of my lean journey,…
Mark Graban
I have as many bad customer-service experiences as the next guy, with health care and other businesses. As I’ve said before, unless there’s a broader lesson involved, I try not to be a “hack” blogger who just uses his platform to complain about the last bad thing to happen. However, I think the…
Mark R. Hamel
My dog, Bailey, has a sensei—a dog-obedience trainer. Actually, my wife and I have a sensei to teach us how to train our dog. In fact, my wife and I have used the same dog-obedience trainer for the last three dogs, all German shepherds. No one would mistake us for Mr. and Mrs. Dog Whisperer.…
Stewart Anderson
The recession has been an extremely disruptive event for many organizations. Many bear relentless pressure to identify new market needs, create appropriate products and services, become more effective and efficient, and develop and modify systems and processes to meet and deliver those goals. In…
Tripp Babbitt
While reading an issue of Quality Digest Daily, I came across an article by Kenneth Levine and Peter Sherman titled, “Ten Simple Principles for Treating Employees as Assets.” I thought it followed the usual themes about engaging employees and driving out fear until I ran across the following jewel…
Steve Moore
An article titled “Sharp Drop in Firefighter Fatalities in 2009” appeared in a safety trade journal recently. For the first time in three years, it said, on-the-job firefighter fatalities dropped below 100. The article went on to say that the 82 firefighter deaths in 2009 were substantially below…
Steven Ouellette
Story update 10/05/2010: Corrections were made to captions for Figures 6, 7, 8, 9.
As I was teaching class the other day, I told the students I was going to reveal to them the one secret they needed to learn to understand every statistical test they would ever use. The secret was the one thing…
Donald J. Wheeler
Capability indexes allow us to characterize the relationship between the process potential and the specifications. Performance indexes characterize the past performance relative to the specifications. Yet, in practice, we seek to make sense of these index numbers by converting them into other…
Mike Micklewright
In part one of this series I described what dyslexia is and how I linked “dyslexia” with “lean.” In part two, I suggested an approach to training in the work place called “universal design for learning” (UDL), which takes into account those who learn differently from others. In this part, I will …
Chet Marchwinski
One of my favorite value-stream walks is with the senior managers of several organizations who share and jointly manage a value-creating process that stretches all the way from raw materials to the end customer. I’ve been taking walks of this sort for more than 20 years and I usually see the same…
Angelo Lyall
When so many managers and businesses have access to virtually the same tools and information, it seems peculiar that two similar businesses can operate so differently, one being a success story while the other fails. To induce needed changes rather than superficial ones, managers must first accept…
Tom Pyzdek
In this four-part series, we take an in-depth look at how to design an effective work environment. Part one discusses the elements of continuous-flow work cells. Part two considers how to enhance the efficiency of such work cells. Part three explores the 5S methodology. In this, the last part of…
Donald J. Wheeler
Evidently Steven Ouellette did not like my June column, “Is the Part in Spec?” The adjectives he used were “complicated,” “unhelpful,” “backward,” “confusing,” “unnecessary,” “crazy,” and “disastrous.” (Ouellette’s response, “Know the Process Before Altering Its Specifications,” can be read here…
ANDREA LAHOUZE
John Berger is no stranger to the benefits of training within industry (TWI). In 1995, when Berger was working for global manufacturing giant Emerson, he was challenged to move an entire product line of electro-mechanical sensors from Minnesota to Singapore.
At Emerson’s Minnesota plant,…
Tom Pyzdek
In this four-part series, we take an in-depth look at how to design an effective work environment. Part one discusses the elements of continuous-flow work cells. Part two considers how to enhance the efficiency of such work cells. Part three explores the 5S methodology. In part four of the series…
Tom Pyzdek
In this four-part series, we take an in-depth look at how to design an effective work environment. Part one discusses the elements of continuous-flow work cells. Part two considers how to enhance the efficiency of such work cells. Part three explores the 5S methodology. In part four of the series…
Tom Pyzdek
In this four-part series, we take an in-depth look at how to design an effective work environment. Part one discusses the elements of continuous-flow work cells. Part two considers how to enhance the efficiency of such work cells. Part three explores the 5S methodology. In part four of the series…
Willie L. Carter
Higher customer expectations, cost-cutting pressures, thinner margins, and shorter lead times are some of the daily challenges that organizations face. A management system built around lean processes enables companies to achieve operational excellence, while providing flexibility in the way…