Even in the 21st century when automation and digital disruption are all the rage, manufacturing productivity is still a people business. It’s not just about software, management theories, or even logic — people are a hybrid of reason and emotion and managing to optimize productivity and other metrics is as much about how people feel, as it is about what and how they think.
For years, those of us in operations have heard of or used the term “Gemba.” In fact, we often use the term quite loosely not realizing the Gemba is not just where the work is done, but where value-added work is done. A key understanding is how a well-executed Gemba Walk can help improve flow and value to the organization.
If you don’t invest in risk management, it doesn’t matter what business you’re in, it’s a risky business. - Gary Cohn, American Business Leader IBM
2020 taught us two distinct things: organizations are capable of adapting to monumental change, and identifying and eliminating risks must be a central focus for survival. A risk management plan does not need to be extensive and complex. It does, however, need to be approached with a proactive mindset rather than a reactive one.
As a business leader, are you searching for an environment where high levels of collaboration and innovation meet speed and flexibility to drive your business forward? Although we all want to get there, it seems like that environment is either too difficult to achieve, or when you finally get there, even more difficult to sustain.
Written by Steve Sandercock and Greg Thompson.
Lean manufacturing uses many lean tools to improve production and efficiency by getting the most out of each resource. The goal of lean manufacturing is to find better ways to do things – requiring less effort, less time, and fewer resources.
The global response to the Coronavirus has impacted all of us. The need for continuous improvement persists, and one may argue is even more important during challenging times. How can we use lean tools during this time?
Standard work means determining and documenting the ideal process to produce correct and consistent results. It represents the best sequence and the most efficient methods to perform a process. It is considered a way to achieve the highest possible degree of consistency in any process. The purpose is to ensure that everything is done by everyone in a similar manner and carry out the work that achieves the highest quality, best service, and lowest cost possible.
In the world of Lean Manufacturing, this definition and adherence to Standard Work has resulted in positive, repeatable results in a variety of industries. In today’s Covid-19 environment, practitioners with years of experience in industry strongly believe that Standard Work will and should be one of the foundational tools to develop, implement, and maintain strategies to combat the Coronavirus in a manufacturing environment.
This is an original article, written by Trim Tex.
The story of every successful manufacturer is one of nonstop self-improvement. What may have been an effective process five or 10 or 20 years ago — or, for a manufacturer with a history as long as Trim-Tex’s, 50-plus years ago — may no longer be the best road forward. To provide customers with the best possible products and services, sometimes it can take a manufacturer shattering its own status quo. And sometimes that may take a little extra education. This is exactly what some folks here at Trim-Tex are doing, by enlisting in Six Sigma “Green Belt” certification training.
This is an original article from the NIST Manufacturing Innovation Blog, written by Brian Hagas.