Mr. Hamilton, I think you have hit the nail on the head. I like the article.

Hi Bruce,

In my practice I also see many new names and terminology for "new" systems and methods for manufacturing. It seems everyone is looking for the "silver bullet" that will solve their manufacturing problems and increase productivity. Most of the shops that I visit are using CNC machinery, which is manned by what the "old guys" refer to as "button pushers". The machines are so advanced that all one has to do is simply push the button to start it and it will produce the part. How the machine is set up, the proper tools are loaded, and any required jigs and fixtures are designed and fabricated is never discussed. There are typically one or two old timers who make the fixtures and set the machines up. They also inspect the parts and "troubleshoot" when there is a problem. Of course, they are old and looked down upon because they don't know as much about the programs as the young programmers and "button pushers". I wonder if any one notices the amused looks on the faces of the old guys as they listen to the machines screaming and watch the blue smoke pour from the machines? "Adjust the feeds and speeds", they are thinking. The "button pushers" are listening to their IPods and/or texting, so they don't see or hear anything.

What will happen when the old guys are gone? I guess we will move on to "more advanced manufacturing". Vince Lombardi was famous for teaching and stressing the use of the basics - blocking and tackling - to consistently produce winning teams and seasons. The basics are becoming lost as we become more advanced.........what exactly is happening at the point where the cutting tool (or insert) is meeting the workpiece? How are the chips formed and moved away from the point of contact? Whar are the dynamics that ae involved and how does one optimize them through the use of proper machine set-up and proper adjusting of speeds and feeds?

Deming's "profound knowledge" is overcome by "tribal knowledge" and the legacy of "we have always done it that way". Apprenticeships take way too long for young people raised in an environment of instant gratification. The work ethic that built this great nation is being eroded by a generation that feels it is unfair for the smart kids to get the "As" - they should share their good grades with the other students who aren't doing as well in their studies.

How advanced can we afford to become?

Hi Bruce,

You brought up a good point about using the same old techniques that did not work well for Chrystler under a new name. We don't want to repeat the mistakes of the past we want to learn from them. One reason the "Old Guys" know so much is that they learned from experience.

I think the key to Advanced Manufacturing is to create an environment where leadership qualities are developed in the older, experienced people to pass on to the newer more technologically savvy generation. In that environment, you can take advantage of modern technology where it fits the lean model without sacrificing the lessons learned from experience. Of course, this is all based on a focus to provide the customer what they want, when they want it, and at a price they are willing to pay - while still generating a profit for the organization.

Tom K.

The definition I’ve worked to propagate is: "strives to create the perfect part at the perfect time for the correct customer at the best cost to the supplier today."

The assumptions that correspond to this definition are:

Perfect part = closest to nominal, with the least variation and greatest variety.

Perfect time = just when the customer wants it (not too soon, not too late)

Correct customer = the supplier knows his/her customer and understand what they want and when they want it and what variety they desire.

best cost = the market place dictates the price the customer pays (supply/demand, competition, etc).  the supplier can only control their cost.  "best" cost includes all the aspects of the raw material to customer use (including service for those products that get serviced!). 

best cost (corollary): cost = materials used + clock time to a good part*variable shop rate   Variable shop rate is used to prevent the accounting games of changing production quantities to arbitrarily change "costs" based on capital expenditures and other items that do not relate to the actual time needed to produce nor the actual cost needed to produce.  While the "overhead" numbers are necessary for understanding the long term viability of the company, they don't belong with the short-term analysis of what a product costs today.

Today = nothing is status quo.  Tomorrow the rules/expectations/demands will change, be ready for it and change as needed (be “agile”).

I believe this level of definition encourages creativity to meet customer needs while leaving the tools and techniques needed open for each supplier.  it also drives the balance between all of the aspects of manufacturing (material usage, labor, set-up, waste, cycle time, process time. etc.) with the goal to "optimize".  It also promotes the view that the marketplace is ever changing and what works today is likely not to be sufficient tomorrow.  The "optimize" goal I propose would drive shortest time to a good part which drives a company to become healthier and more "agile" as it matures.

"Optimized agile manufacturing" can be a great thing IF the definitions reflect it and the company executes to the "good" definitions.

My 2 Lincolns