Recently I was working with a project team looking at machine data for a key piece of equipment. The data showed the machine had several sporadic losses in that particular week. To dig deeper into the data, we spoke to the operators and maintenance staff; one seasoned associate told us, “Oh, I know what caused that loss, we’ve had to fix that a few times.”...READ MORE
Why do so many companies do lean things, but struggle to become a truly lean company? The answer lies with the reluctance of mid-level management to adopt the improvement mindset.READ MORE
This week I was reminded of some advice I received from a Japanese sensei early in my Lean career. We were working together in an organization that had just embarked on the Lean journey.
They were about 3 months into the effort when the Japanese sensei and I sat down to meet with the Plant Manager. The plant manager shared his frustration with the progress he was having getting his associates to accept the change…he proceeded to tell us that...READ MORE
In any TPM implementation there are key questions that need to be asked and answered. There are no right answers—they’re all “how?” questions—but if the answer to any one of them is “We are not going to do this,” then the effectiveness of your TPM implementation is in serious doubt.READ MORE
“Fixes that Fail” is one of the archetypes of systems dynamics – common patterns which we see in organizational change. It is probably the simplest of the systems archetypes, with just two feedback loops – the balancing loop where we fix symptoms (not root causes) and the reinforcing loop where the fix actually prevents us from finding a root cause solution or, in some instances, makes matters worse.READ MORE
In 1988, when I first met Shigeo Shingo, the creator of SMED (Single Minute Exchange of Die), he asked me if I had been using his SMED System. I replied that I had in fact been using it in a machine shop where we had reduced changeover times from 90 minutes to 15 minutes – not bad I thought.READ MORE