Blog

Creating a Culture That Gets Results – It’s a Matter of Survival!

Posted by on Sep 29, 2019 in Continuous Improvement, Culture, Decision Making, Organizational Goals | 0 comments

Achieving results and getting things done are the dreams of many business owners and executives.  No one goes into business with the attitude of playing it safe and not rocking the boat.  Most people go into business trying to achieve the highest performance they can but often get stuck in organizations that put a damper on their ambitions. Why does this happen?  Is there something about organizations that foster our inability to get things done?  Is it because priorities get in the way and we constantly juggle between our daily activities...

read more

A Fascinating Story About Henry Ford And How Asking Why Opened Toyota’s Eyes

Posted by on Sep 22, 2019 in Creativity, Henry Ford | 0 comments

It’s universally recognized that Henry Ford was a pioneer in perfecting the automotive industry.  He knew in detail every material used in his vehicles and his knowledge was not superficial.  Ford thought flexibly about things without getting caught up in existing concepts. In his book, Toyota Production System, Beyond Large-Scale Production, Taiichi Ohno relates what Henry Ford talked about in his book Today and Tomorrow about the textile industry and how his ideas opened Toyota’s eyes about how it conducted business. “We...

read more

A Supervisor’s Job Is Difficult and Challenging

Posted by on Sep 8, 2019 in Continuous Improvement, Decision Making, Efficiency, human resource utilization, Organizational Goals, safety, Training Effectiveness | 0 comments

Supervisors have a challenging job and have to juggle a lot of things in order to keep things going in the right direction for their organization.  They have to show leadership, promote safety, schedule and prioritize work assignments, improve efficiency, train new employees, continuously improve their operation, and settle employee squabbles. There are two main functions that every supervisor is tasked with.  They are producing the quantity required and providing quality assurance.  They have to make sure every employee is trained so they...

read more

Lean Implementation: Insights from Henry Ford and Taiichi Ohno

Posted by on Sep 1, 2019 in Lean, overproduction | 0 comments

  Henry Ford and Taiichi Ohno were pioneers in Lean implementation.  But with all their success, why is it that less than 20% of manufactures are able to successfully implement Lean?  This article will try to show how you must take the basic concepts of lean and apply them to each specific environment to be successful. Both Ford and Ohno were obsessed with creating flow.  The reason being that improving flow contributed to more revenue, better cash flow, and more profitability.  Neither were obsessed with cost savings.  In their...

read more

Increase Profitability Utilizing Lean And Theory of Constraints

Posted by on Aug 25, 2019 in Lean, Theory of Constraints | 0 comments

The goal of every company is to make money.  In order for that to happen companies must increase net profit, while simultaneously increasing return on investment and cash flow. In Eliyahu Goldratt’s book, The Goal, he states there are three measurements that express the goal of making money: throughput, inventory, and operational expense.  Throughput is the rate at which the system generates money through sales.  Inventory is all the money that the system has invested in purchasing things it intends to sell.  And, operational expense...

read more

Solve Problems Faster By Improving Your Problem Statement

Posted by on Aug 18, 2019 in Continuous Improvement, Problem Solving | 0 comments

Over the years I’ve seen many organizations struggle with solving problems.  They often lose focus and get side-tracked.  Sometimes because of someone’s opinion, they even go down the wrong path and they never get to the root cause. A problem statement should be a concise description of an issue to be addressed or a condition to be improved upon.  It should identify a gap that exists between the current (problem) state and the desired (goal) state of a process or product.  It should always focus on the facts. It is important...

read more

Ten Steps To Analyze And Improve A Product Or Service Using A Value Stream Map

Posted by on Aug 4, 2019 in Continuous Improvement, Kaizen, Lean, Value Stream Map | 0 comments

Many processes suffer from inefficiency, mistakes, errors, defects, downtime and late delivery due to the waste inherent in them.  The waste I’m referring to are: Transportation Inventory Motion Waiting Over-processing Over-production Defects Safety These waste exists because most of the time it’s the way the process has always been done and no one questions it or looks for the reason why. These wastes create obstructions to flow in people, products, services, information and materials.  If any of these issues plague your...

read more

Use Value Stream Maps to Understand Process, Information, and Material Flow

Posted by on Jul 28, 2019 in Lean, Lean Six Sigma | 0 comments

  Value stream maps are very useful in analyzing processes because they help identify ways to improve flow and eliminate waste and non-value-added (NVA) activities.  Value stream mapping can also help you achieve other objectives: Establish a baseline for improvement Determine where bottlenecks occur in the process Measurement of key metrics, such as cycle time, downtime, yield, changeover time, etc. A value stream map is a drawing that illustrates the process flow, information flow, and flow of material from the time a customer...

read more

Use Lean to Provide More Value For Your Customer

Posted by on Jul 21, 2019 in Lean | 0 comments

  The value an organization provides can be defined in several different ways.  It is the worth place on something and is usually defined as anything your customer is willing to pay for.  Customers determine value and although this seems pretty straightforward, understanding how value is created is more difficult. For something to add value it must change the form or function of a product or service and be done correctly the first time.  This is how lean helps us scrutinize every activity of a process to determine whether that...

read more

Striving For Perfection Is The Essence Of Lean Thinking!

Posted by on Jul 14, 2019 in Kaizen, Lean | 0 comments

Perfection in lean terms means the total elimination of waste in an enterprise so that all activities in a value stream create value.  What makes striving for perfection so difficult for most of us is that we live and work in the short term whereas perfection only seems plausible in the long term. There are two paths to perfection, an incremental path, kaizen, and a radical path, kaikaku.  Continuous incremental improvements are achieved through kaizen, where you try to eliminate waste and improve something everyday.  Kaikaku, on the other...

read more