OE Newsletters

An Article from the Archives: Managers Have 3 Obligations in a Lean System

As a manager, Lean production obliges you to:

1. Be a good teacher;
2. Be a consensus builder;
3. Have a shop-floor focus...

Finding Capacity—A snapshot of a client engagement #24 OE Newsletter

Applying lean thinking outside the manufacturing environment can bring big returns to your organization. Recently, we employed lean techniques to assist an organization with a major capital project—our mission, finding 30% more capacity within their existing facility. Here’s a snapshot of the engagement.

TPM Stakeholder Roles and Responsibilities #23 OE Newsletter

Although there are still misconceptions, I am happy to see more and more organizations understand that TPM is not simply a maintenance department program, but an effort that encompasses the entire organization. What is still often overlooked, however, is that TPM is as much (if not more) of a social program

Make it Visible… #22 OE Newsletter

Last month saw another round of graduates from our Lean Manager for Services Certification held on the campus of The Ohio State University. Instructor and Executive Partner of Productivity Inc., Catherine Converset, spent a few minutes with us recently to talk about implementing lean in service and administrative functions.

Writing a good problem statement #21 OE Newsletter

The unimpeachable problem statement points directly to the art of concise communication.

6 steps to achieving TPM through line-centric accountability #20 OE Newsletter

For businesses to fully implement goal-driven lean strategies through Total
Productive Maintenance (TPM), they need more than a simple toolbox of
everyday solutions.

Lean Rollout—Pull, Readiness, and Getting Started #19 OE Newsletter

The success of an organization’s lean strategy depends on thorough planning, a commitment to the process and engaged leadership. Lean […]

Gore’s ELIXIR® Strings: Gains Support Customer Service/Sales #18 OE Newsletter

To drive the Lean transformation in their organizations, mid-and top-level executives need to develop skills and experience in effectively applying Lean techniques, some do this by participating in the Lean Manager Certification Program (LMAC)…

Lean re-launch at TexOps: holistic, systematic—Approach yields dramatic performance gains #17 OE Newsletter

For successful lean transformation, a systematic, long-term commitment is crucial, according to Productivity Inc.’s managing partner Mike Kuta.

Lean Service Is Innovative Service Is Lean Service Is . . . #16 OE Newsletter

The hallmarks of service businesses include high levels of complexity, low levels of process and product visibility, and a dual reliance on people skills and technological prowess.

Asset Management Update—ISO 55000 and Its Links with Operational Excellence #15 OE Newsletter

Did you know that October celebrations include not only Columbus Day and Halloween, but also World Standards Day?

Getting “Engaged” #14 OE Newsletter

Operational excellence, continuous improvement, lean management—no matter what you call your pursuit of perfection, in order to sustain it employees have to be “engaged.”

TPM—Fad or Fundamental? #13 OE Newsletter

Lean production means continually eliminating waste and perfecting processes so that you can maximize value for customers and employees, and in the largest sense, society as well.

Servant Leadership in a Lean Organization #12 OE Newsletter

We frequently hear the term “servant leader” used to describe an ideally “enlightened” manager or executive. People who instinctively welcome the idea of servant leadership often see it as a sort of inverted management pyramid, with executives supporting the rest of the organization.

Insights from Champions of TPM #11 OE Newsletter

Lean manufacturing is built on process reliability, and that depends on equipment reliability. Total productive maintenance (TPM) enables equipment and process reliability, but it’s a discipline that’s often sidelined in lean transformations.