All Features
NIST
In today’s increasingly complex manufacturing operations, Murphy’s Law is only an unexpected hiccup away—anything from a data error to an errant vibration to a dulled cutting tool can undermine production. In a future with fully effective sensing and information technologies that anticipate and…
Mike Richman
Of all the tools in the lean toolkit, 5S is the one that has proven to be the most effective—and also the most elusive. It’s effective because the actions needed to sort, set in order, shine, standardize, and sustain mirror the deeper, critically important philosophy of thinking about value, waste…
Matt Kelland
In part one of this article, we looked at ways automation can increase quality and output while saving manufacturers money. Part two considers the ways engineers are developing production systems to take advantage of automation, which requires a different mindset than traditional mechanical…
Matt Kelland
In the world’s largest ketchup processing plant, a robot fires a continuous stream of freshly picked tomatoes across the factory floor using compressed air. A plethora of cameras make minute observations of every tomato as it flies by, checking for ripeness and damage. As soon as a defective…
Chip Johns
Reducing waste, implementing efficiency-promoting practices, and continuously improving operations are the main goals of lean manufacturing ideology. These tasks may seem daunting for a manufacturer at the start of an improvement program, but there are many concrete steps that can be taken to…
Jon Speer
When people talk about U.S. Food and Drug Administration (FDA) design controls, they often place a lot of emphasis on inputs and outputs, verification, transfer, and the design history file. All good things, of course; without them, you won’t meet FDA requirements for your design controls. The…
Ken Koenemann
As a business leader, you spend a lot of your time figuring out how to win. With good reason: The most crucial job of every executive is to align efforts at every level of the organization to deliver wins for the week, for the quarter, and for the year.
The people at the front end of the business—…
Ken Koenemann
In my first article on relevant metrics and key performance indicators (KPIs), I explained why limiting management’s strategic planning to high-level goal setting is doomed to failure. For strategic goals to be realized, they have to be translated into daily KPIs that are meaningful to everyone in…
Ken Koenemann
During annual strategic planning meetings, the temptation is always to spend most of the time working on the business, discussing the big-picture strategic plans and breakthrough developments that are critical to the future of the company. But just looking at long-term plans ignores a critical…
Laurel Thoennes @ Quality Digest
“What makes a personal kanban any better than a to-do list?” asked Julie, crossing out a completed task on her “ta da!” list with exaggerated strokes.
“With personal kanban you visualize your work, it becomes tangible, you get kinesthetic feedback, it’s flexible, contextual, and it promotes…
Pete Abilla
Some time ago, while consulting for a huge call center, I took a group of customer service agents for a little gemba walk and a quick activity to demonstrate a few lean fundamentals. What was scheduled for a 60-minute exercise turned out to be an experience that awakened the agents, several of whom…
Stewart Anderson
The 5 Whys is a well-known root cause analysis technique that originated at Toyota and has been adopted by many other organizations that have implemented lean manufacturing principles. Unlike more sophisticated problem-solving techniques, the 5 Whys doesn’t involve data segmentation, hypothesis…
Craig Cochran
Training is profoundly strategic. It’s a process aimed at improving the single most important resource in the organization: people. Nothing affects customer loyalty more than the behaviors and competencies of employees.
Training is the most effective way to communicate the correct behaviors and…
