The video above is from Lean Strategies International LLC's Quick Changeover with REDUCE Course.
Of all the steps in a setup or changeover reduction, separating internal and external activities may in fact be the most important as well as the simplest steps you can take. In the most general sense, performing activities like preparing tools, kits and materials as well as transporting items while your line is running can reduce setup time by as much as 50%.
For More Course Materials, Ad Free Content, Handouts, Quizzes, Certification and Activities Click Here.
Before improving anything in a setup, we must first consider the current state or common problem areas of what we are improving. In the case of setups, changeovers or turnarounds there are traditionally 4 basic steps where problems and opportunities fall. Those steps are:
If you travel into any machine shop, office or hospital facility in the world guaranteed you have seen a changeover before. The changeover occurs in between the last good part or service until the next good part or service. Some examples would be:
Almost every project will include brainstorming of some kind at some point in the project lifecycle. Brainstorming sessions can be a powerful gateway to unlock solutions, make issues visible, prioritize actions and bring experienced minds together. When individuals come together as a team, innovative ideas can be born. One of the struggles of being a part of a powerful and productive brainstorming session is that they generate many great ideas and often reveal a large amount of issues. This can leave a group feeling overwhelmed. Often times, the wide array of ideas can be hard to organize, understand, validate and act on. Worse yet, many members of a team might leave feeling invalidated, unheard or completely shut down.
The fishbone diagram, cause and effect, or ishikawa diagram is one of the most common quality tools used today. Best known by its resemblance to a fish's body the fishbone diagram is used to show the many possible causes for an effect. The tool is used to help coordinating brainstorming in an effort to discover root causes.
Many years ago a sociologist by the name of Vilfredo Pareto developed what eventually would become one of the most well known concepts in the world. Pareto who had already made significant contributions to the world of microeconomics discovered that about 80% of the wealth in italy was owned by only 20% of the population. This revolutionary discovery eventually lead to what we know today as the Pareto principle, or the 80/20 rule. Over some period of time the Pareto concept began to gain a reputation for separating what is often referred to as the vital few from the trivial many. While it is important to understand history and how things come to be what we really want to understand today is when to use the Pareto chart and how we can leverage opportunities from analyzing the chart.
The first day on the job is always an exciting experience for any new employee. A new chance to show your skills, meet new people and grow in a new organization. Excited to learn something new in training you get thrown to the wolves and here the phrase "you will figure it out." That can be a bit scary to say the least. Surprisingly as you start figuring out everything has procedures connected to it. Three days later and you have mastered erp, assembly and every office function in the organization. A bit surprised by this you're off to a great start!
The lecture above is from Lean Strategies International LLC's FISH Methodology Course. For More Course Materials, Ad Free Content, Handouts, Quizzes, Certification and Activities Click Here.
Have you ever gotten into a discussion of why? because. Why? because. Last weekend I had the great pleasure of this discussion for what seemed to be the first time. I never really put much thought into it but asking why never really was a difficulty for me.
Oftentimes when we want to use the 5 whys to drill from issue to root cause we end up in a pattern of why, because. Why, because. Or, we conduct a long analysis only to find out that none of our levels of causation matched at all. One of the best known examples of a 5 why analysis was performed by the master Taiichi Ohno. He used the example of a welding robot stopping in the middle of its operation. Like a sensei does he naturally went from initial issue to root cause with almost no difficulty at all. So, how do we begin developing this level of mastery with regards to root cause analysis? Here are a few important things to keep in mind when looking for the ROOT cause.
For years now teams have come together on baseball fields, football fields, soccer fields, race tracks, offices and homes in what has become known as the huddle. These quick and spirited standups often last no more than 5 minutes and help team members refocus their efforts while planning for things to come. Whether the purpose is to realign or align team members focus towards an objective, the daily 10 - 15 minute scrum, stand - up or huddle works.
Jesse Allred - email@example.com
Lean manufacturing offers a number of tools and strategies to complete projects, streamline processes, identify wastes, and improve efficiency. One tool that’s often overlooked is the project management concept known as the Obeya room.
Obeya, sometimes spelled Oobeya, is a Japanese term translating to the "big room." These physical rooms utilize visual management and collaboration to ensure projects are seen through completion and in a timely manner. Using posters, charts, and graphs allows everyone who enters the room to quickly understand thought processes, plans, and offers a space for people to review the relevant information easily. An Obeya room is a great area for managers, workers, and planners to get in the zone when working on projects. Obeya rooms foster an environment that will help keep the project on track.