Stewart Anderson

Consultant and certified lean manufacturing trainer

Stewart Anderson is a partner with Anderson Lyall Consulting Group, a Toronto-based consulting and advisory firm that helps firms develop their competitive advantage. Anderson’s background and expertise includes competitive strategy and value chain engineering. He has advised companies in the manufacturing, service, and contract manufacturing industries. Anderson is completing his bachelor of arts in economics and he is a certified trainer in lean manufacturing principles and techniques.

Mon, 07/27/2009 - 03:00
Is your product fit for its purpose?Systems, processes, and managing risk
Wed, 03/03/2010 - 05:10
Organizations can be considered as systems of processes whose aim is to achieve customer satisfaction by meeting and filling the needs of customers. The famous flow diagram of W. Edwards Deming, illustrated in figure 1, shows an organization as a…
Toyota: There Are Always Limits to GrowthToyota is discovering that constraints to growth always exist.
Wed, 02/03/2010 - 05:30
The latest Toyota recall, announced just last week, has sent analysts and pundits alike scurrying for explanations about what is wrong with one of the world’s largest automakers. The recall, ostensibly for sticking accelerator pedals, affects some…
Root Cause Analysis: Addressing Some Limitations of the 5 WhysBecause appropriately finding the cause of a problem is crucial to a successful organization
Thu, 12/17/2009 - 11:03
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…
Toyota: A Contributive GiantMore than 50 years of consistency and endurance
Mon, 11/16/2009 - 04:00
Last week I had occasion to view once again, in the company of a client, the excellent little video, “Toast Kaizen,” produced by the Greater Boston Manufacturing Partnership (GBMP)1, and narrated by Bruce Hamilton. In that video, Hamilton takes a…
Ten Common Misconceptions About ToyotaAs good as the misconceptions surrounding Toyota make it sound, the truth is even better.
Tue, 10/20/2009 - 05:00
Story update 10/22/2009: We added a reference to Toyota Kata in the first paragraph.   The tools and techniques of what is commonly called “lean manufacturing” have their origin in the Toyota Production System (TPS). While the lean movement…
Lean and the Theory of Constraints: Friends or Foes?Lean adherents will find more similarities than differences between the two approaches.
Wed, 09/16/2009 - 15:13
Is the theory of constraints compatible with lean thinking and can the two approaches be used together? This article looks at some of the similarities and differences between the two approaches and suggests how they might be coupled to advantage…
Reconnecting With StrategyContinuous improvement needs a strategic context.
Mon, 08/17/2009 - 05:00
Today, more than ever, the quest for productivity, quality, and speed has spawned a significant number of techniques and tools: lean manufacturing or service, business process improvement; Six Sigma, total quality management, and so forth. Although…
How Do You Quantify Process Waste (Muda)Process activity analyses can help show the financial effect of change.
Mon, 07/27/2009 - 03:00
Just the other week, I had the privilege of visiting with three or four companies that were doing lean process improvement. In every visit, each company invited me into their “war room” where they took great pride in showing me their process and…