Managing Complexity at a Major Insurance Broker ▼
Case Study: Managing Complexity at a Major Insurance Broker
With volume up 15-20% annually, 15,000 items arriving daily by email, fax, and mail, and an onslaught of phone calls, the backlog of work had become unmanageable...
Leaning the Quality Control Laboratory ▼
Effectively “leaning” the QC lab environment requires a thorough understanding of lab functions in the context of the pharmaceutical manufacturing value stream...
(Click through on the link below to read the rest of this informative article written by Productivity's own Maura May for PharmamMnufacturing.com)
Mastering the Gemba Walk ▼
What’s the center stage of lean management?
The “gemba” is, of course. That’s the “real place” where work is happening, where value is being created. That’s the focal point of improvement, of lean thinking and action. The “gemba walk,” then, just as it sounds, is a walk leaders and teams take to see what is going on in the gemba...
How to Write an Effective, Repeatable Maintenance Procedure ▼
Tips on how to document maintenance procedures
In this article Marty Tauber shares some tips on how to document maintenance procedures. When maintenance procedures that have been customized for your processes and equipment are effectively documented, taught, reinforced, used, and updated, they help drive standard work, support the pillars of TPM, and foster true culture change.
What’s Missing From Your Lean Initiative? ▼
Equipment is the bloodline of production
Yet, in too many organizations, even where intensive lean transformations are underway, equipment-related initiatives stop at preventive and predictive maintenance. Learn why this ultimately stymies lean progress, how Total Productive Maintenance (TPM) can help, and get key takeaways and next steps for starting or reviving TPM.
Linking Lean with Top-Line Growth ▼
Lean Practices Support Innovation - To consistently drive top-line growth, leaders must commit to a disciplined and creative focus on meeting today’s market challenges while strengthening capabilities for future competitive mastery. It’s a matter of keeping the core business running optimally without losing sight of what’s on the horizon—and being prepared for and open to “creative destruction.”
If History Can Teach Us Anything … It’s How to Lead ▼
Q.: What key activity continues to be undervalued when implementing Lean efforts?
Generally, organizations introduce lean and continuous improvement initiatives with a somewhat clear understanding of the technical side of the equation, but the actions needed to sustainably lead the effort are consistently overlooked as a vital part of the plan.
Kaikaku: Moving Beyond Kaizen ▼
One Organization’s Story of Radical Process Change Using 3P
Andy Meyerhofer, plant manager at CertainTeed, was not sold on the 3P process when it was first proposed as the right approach to tackle a major project. In fact, he tried to sidestep it. The process sounded too difficult and resource-intensive.
Developing Lean Talent ▼
How to Build Strategic Skill-Sets for the Long Term
A recent study by executive search firm The Avery Point Group revealed that demand for continuous improvement (CI) talent is strong post-recession; it has more than doubled since 2010 and is up over last year. Of particular interest to the lean community, this eighth annual study also showed that the need for lean-centered skill-sets is accelerating, surpassing that for six-sigma-centered expertise.
Pragmatic Steps for Leading Lean ▼
In recent conversations with manufacturing and service industry leaders, lean managers discussed problems they face as they work to advance operational excellence in their organizations. The sticky issues will likely come as no surprise; they include ones most of us are already aware of and have encountered for years.
Operator Maintenance vs. Autonomous Maintenance ▼
Operator Maintenance vs. Autonomous Maintenance
When Productivity Inc. came across the work of the Japan Institute of Plant Maintenance (JIPM), developers of total productive maintenance (TPM), as part of our research into Japanese manufacturing practices in the 1980’s, we encountered the same problem as with other systems: how do we teach this to people in the West?
United Seating and Mobility ▼
United Seating and Mobility
As with many companies, the challenges facing United Seating & Mobility include increasing expectations of quality products and services, pressure from customers to reduce prices, and competition from numerous competitors in an industry suffering through consolidation. But by committing itself to becoming lean, United Seating – which produces customized wheelchairs, scooters and other mobility products – is not only surviving, but expanding as other companies fall by the wayside.
A Journey to World Class ▼
Journey to World Class
The Samlesbury brewery, now owned by Interbrew, has used its Asset Care programme as a key tool for pursuing cost reduction through more intensive use of plant
Everything in Pork Pie Order ▼
Everything in Pork Pie Order
Pork pie and sausage roll maker Pork Farms Bowyers has invested significant resource and time into creating its own tailored shopfloor organisation programme. Steed Webzell reports.
The Use and Abuse of OEE ▼
Use and Abuse of OEE
Overall Equipment Effectiveness (OEE) is fast becoming a widely used measure for the manufacturing industry, but it is also one of the more misunderstood and misused measures and causing much confusion...
Blower Failure Case Study ▼
Root Cause Machine Failure Analysis -
The goal of Maintenance Improvement is to move away from reactive to a proactive or planned maintenance process. As part of this process, maintenance personnel analyze breakdowns to reveal equipment weaknesses and then modify equipment to improve its operation, maintainability and lengthen equipment life. Root Cause Machine Failure Analysis was introduced to this building products manufacturer’s maintenance reliability team as a method to eliminate a repetitive blower failure.
3P Case Study ▼
The utilization of Kaizen events was not providing the level of yield improvement that the plant yield performance improvement goals specified. The team utilized 3P in developing a process improvement that puts the plant’s actual yield improvement trajectory on track to the plant’s annual yield improvement goal.