Kaizen. Across many industries in many countries, this term is thrown around as a “standard practice.” Continuous improvement—the ultimate goal of business everywhere, right?
I have long admired and respected Toyota. I have been to its factories, published and written books and articles about its revolutionary production system, known many of its brilliant people, and taught its methods to thousands of students.
With the announcement of another Toyota recall, it seems that everyone and their dog have an opinion about Toyota, and some of them might even be drawing the right conclusions. While everyone is allowed to have opinions (not the dogs—on quality matters I don't trust
In the world of continuous improvement, it might seem that one does not want to look back. After all, as systems improve, old data is no longer useful, and keeping it around—like keeping old love letters—may someday get you into trouble.
If a manufacturer were to ask its clients how they evaluated goods or services, the three most common metrics would be goods at a fair price, on-time delivery, and quality.
Last month’s column looked at how to fix some of the Problems with Gauge R&R Studies.
My teenage education was (maybe) enhanced by substantial doses of Monty Python. Occasionally, I discover a lean metaphor somewhere within their body of work. One of my absolute favorite scenes is from the movie, Monty Python and the Holy Grail.
I was a 30-year-old quality project manager on a continuous metal processing line. We coated metal for a broad range of consumer and industrial products.
