One definition or translation of the Japanese word kaizen is “continuous improvement.” That’s the translation Toyota uses. That means kaizen is an ongoing, almost spontaneous occurrence. Plants practicing kaizen should have dozens or more events each and every day. For best (read sustained) results, kaizens are led by the troops doing the work…[Read more]
I’m thinking we might be over complicating this a bit. To digress a moment, I’m a big fan of Pareto, the Italian philosopher/physicist. One of the things Pareto developed was the 80/20 rule. Examples might be 20% of your customers generate 80% of your business. 20% of the school children give you 80% of the problems in a…[Read more]
Perhaps a different perspective …
“Lean” is usually driven by kaizens; i.e., an improvement event. These kaizens tend to be quick and usually well less than 5 days. They most often consist of the people doing the work and can be as short as two minutes. As such, it is rare to see someone using tollgates when you’re talking…[Read more]
The most successful approach we have seen is to truly empower the workforce. Teach (and encourage) them to have “2 minute” kaizens to remove hassle and improve their workplace. Insist on written standard work practices and team-wide communications to let others know what they are doing but otherwise let the operators and…[Read more]
I agree with @cseider and @Straydog. The subtlety that I would add is any metric should drive improvement. Given that, as a team, select the format/calculation that will help the organization best reduce late deliveries. I’m not one for meetings, but you might canvas the key players individually and bounce ideas off them. When…[Read more]
It will likely be a challenge finding a template that meets your needs. True scheduling tends to be specific, especially if you try to implement some form of load leveling. Most agree the money is in true scheduling (versus a to-do list of jobs that is often sequenced by just ship date) with firm expectations on changeover times, run speeds,…[Read more]
Successful Lean involves a long-term respectful, problem-solving culture. Many more fail than are successful. Keep in mind it took Toyota over 30 years to develop their culture before anyone started paying attention to them. Today, Toyota has been at it for well over 60 years and many at Toyota will tell you they are just starting.
“Do you know how your system archives this data? Is it some type of proprietary interface that’s part of the machinery? An after market sensor setup?”
The system (known as Real-Time Production Efficiency Monitoring) archives the data by default at midnight on the last day of the month. The norm is to accumulate it in shared n…[Read more]
Chris is right, especially for a manual system. Keep in mind the purpose of OEE is to drive improvement. To Chris’ point, if the resolution and ease of use is an issue, there will be limited improvement.
An automatic system that archives historical performance can overcome this. We use a real-time system that is based in MS Excel/Office that…[Read more]
Perhaps a cleaner and more readily understood approach is to use the concept of Overall Equipment Effectiveness (OEE). OEE is the product of performance (usually speed), availability, and yield. If you’re 100 products per minute versus a best demonstrated of 150, 22 hours of uptime versus 24 hours available, and 95% yield your OEE would be ……[Read more]
Keep in mind there are two “TPMs” … the original Total Productive Maintenance and the modernized Total Productive Manufacturing. Total Productive Maintenance blurred the distinction between maintenance and production. In many organizations, there was limited impact beyond those two functions. As a result, most TPMaint implementations…[Read more]
I agree with the earlier comments RE gathering data. Even before that, I would attempt to get better definition of expectations; i.e., a good charter, scope, roles of team members, etc.
Another point is although it is external customers driving the action, there are likely things that can be done internally to minimize … reducing repeat…[Read more]
The pictures are from a real-time production monitoring (OEE) system. The system informs when there are errors about to be made; e.g., over producing in the first graphic. There are similar flags when scheduling; i.e., if a job is going to be late, it will be red on the schedule. As see on the mobile version, there are also alerts for other…[Read more]
Mike replied to the topic Common Metrics to Measure Effectiveness of Lean Six Sigma Deployment in the forum Implementation 2 years, 3 months ago
Kevin, you don’t say, but it is assumed you are in manufacturing. But it really doesn’t matter. The only thing that counts “universally” is whether the organization is consistently producing more (quantity) or is producing less costly units or services to external customers during a given time-frame. To a purist, just about any other…[Read more]
What you’re experiencing is known as a “minor stop” … i.e., less than 3 minutes downtime and usually corrected by the operator. The root causes are often tied to misalignment, unsecure fasteners and the like.
As has been suggested, one way to troubleshoot the problem is to video the action and then slow it down so you can see…[Read more]