Lean Manufacturing is an Amazing Set of Tools and Practices…but only a Few of Them Produce Substantial Bottom-line Benefits. Accomplish Something Amazing With This Membership: Mastery of Mixed Model Manufacturing.
Build Your “House of Lean” on a solid foundation…
When Taiichi Ohno, the father of the Toyota Production System, was asked what the TPS was all about, he laughed and said “It’s really just Toyota-style Industrial Engineering!”.
Of course he was being a bit coy, since the Toyota Production System has evolved into an amazing collection of methods and ways of thinking that have made Toyota one of the most successful manufacturing companies in history! Industrial engineering is a requirement and a given within Toyota.
The shocking truth, however, is that most Lean professionals today working both inside companies and outside as independent consultants, don’t have a solid understanding of this foundation knowledge and skill. We recently conducted an internal poll, and only 1 out of 5 Lean Specialists claimed to have a solid knowledge of Lean Industrial Engineering, or what we call Mixed Model Manufacturing.
This short video defines and reviews the subject, so that you can determine if this is a skill you need to master.
BELIEF I: A foundation of Lean Industrial Engineering is a requirement for all of the other methods and tools of Lean to function.
BELIEF II: Over time, for most manufacturing companies, the number of models and managed items has grown exponentially. Lean practices (like Kanban) no longer work as well.
BELIEF III: New people entering the company need to be onboarded in a consistent and efficient way. A failure to pass on best practices to the new generation of engineers, material flow professionals, and in fact the entire company is a major contributor to Lean backsliding.
BELIEF IV: Until an organization reaches Level 2 (Basic Flow) and Level 3 (Standardization) in the Process Maturity Model, any process improvement efforts will not sustain.
BELIEF V: Until Domestic Suppliers and International Suppliers can be integrated into the organization via Kanban and Material Flow methods, inventory turnover will remain low.
BELIEF VI: Cross-training and worker flexibility is the most powerful and fast method for major productivity improvements.
BELIEF VII: Testing new process designs and improvements prior to implementation is not optional. Mixed Model Manufacturing involves too many variables, and fixing a design later is the worst option.
BELIEF VIII: Every associate needs to have a career path and an opportunity to learn and improve. This is what is meant by “respect for people”.
BELIEF IX: Building a flow system requires products designed for manufacturability, striving towards zero defects, and elimination of wastes that impede work flow.
BELIEF X: Mixed Model Manufacturing needs to be viewed as a total business strategy that includes everyone in the company.
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