11 settembre 2012 § 2 commenti
Vorrei riprorre un vecchi articolo, che ritengo sempre attuale…
In questi giorni non si fa altro che parlare di riduzione dei costi, tagli, aumento delle tasse da parte dei Governi
Ma nessuno ha mai pensato ad applicare il Lean thinking al nostro Governo ( e non solo in Italia ), penso che per coloro che hanno avuto la possibilità di vivere esperienze di miglioramento in azienda, sia facile comprendere quali risultati si potrebbero ottenere.
Ad esempio, abbiamo il Ministro della Semplificazione, ma mi piacerebbe sapere che tipo di strumento adotti; potremmo suggerire la Value stream Mapping, in modo da comprendere tutto il processo nella sua complessità.
Immaginate che divertimento potrebbe essere fare 5S al Governo, quanto potremmo ridurre, e perchè non applicare il TPM agli automezzi del governo (e anche a quelli delle forze dell’ordine che non hanno mai i soldi per ripararli), oppure applicare l’HOSHIN KANRI per pianificare una strategia di lungo periodo…
Ho scritto solamente alcuni esempi, ma credo che persone come me e quelli del mio team, che viviamo ogni giorno realtà che hanno voglia di migliorare e crescere abbattendo ogni forma di spreco, possano comprendere che attraverso l’applicazione di alcuni semplici strumenti, e il buon senso, potremmo risanare il nostro paese senza infliggere “mazzate” a tutti i contribuenti avendo dati chiari precisi.
Perchè non farlo, saremmo il primo governo al Mondo ad utilizzare questo sistema…BASTA AVERE CORAGGIO
Invito i nostri Governanti a pensarci bene…
(speriamo che la selezione del team non venga fatta attraverso conoscenze ma per meriti sul campo….oopppsss cattiveria)
31 agosto 2012 § Lascia un commento
How to Break Free from Email Jail
by Daniel Markovitz | 9:05 AM August 27, 2012
How often are people’s email privileges suspended (aka, “mail jail”) because they’re inundated with a blizzard of questions, status updates, notifications, and other non-mission critical information? Most inboxes — and calendars — are gorged with junk because the dominant paradigm of communication is information “push.” This means that information is being pushed onto people when it’s ready, but not necessarily when the recipient needs it. Think of all of the emails and documents you have going back and forth. Irrespective of the value of the information, how often is it relevant to you at that moment?
A lesson from lean manufacturing
One of the critical steps in lean manufacturing (or bringing lean to any other process, for that matter) is shifting to a “pull” system. In a lean system, raw materials and work-in-process inventory are “pulled” from the preceding step only when they’re needed by the downstream step, rather than being “pushed” onto the downstream step when the previous operation is complete. Each worker has only what they need at that moment — the item they’re working on — in front of them at any given time.
In an office environment, of course, the work-in-process is information. An information “pull” system is one in which the downstream worker is able to get the information she needs when she needs it — not pushed into her email inbox, dropped onto the corner of her desk, or broadcast in a status update meeting. A pull system makes work easier for both upstream and downstream workers — that is, both information producers and consumers — by reducing the likelihood that critical information will be lost in a barrage of less important emails. More importantly, because a pull system is asynchronous (i.e., I can deliver my information when I’m done, even if you’re not ready, and you can get information when you need it, even if I’m not around), a pull system syncs the differing rates of work among different people and teams. Think of a pull system as the informational equivalent of a clutch in a car meshing two gears that rotate at different speeds.
Many people are already doing this in their private lives: they use RSS feeds, webpage bookmarks, Instapaper, etc. to consume information when they’re ready for it — they “pull” it when they want, rather than have it pushed on them. Pulling information allows them to smooth the flow of information they receive. They get to drink from a water fountain rather than a fire hose.
How to create a “pull” system
Recognizing the cognitive and administrative burden of information push, some organizations are moving towards pull systems by setting up internal social media sites to reduce email blasts and enable workers to tap into co-workers’ knowledge and experience when they need it. Other companies set up Wikis.
Web-based project collaboration software like Kanban Flow, Trello, and Asana provide another way of shifting communication from a push to a pull mode. The software makes progress visible to everyone on a team, and facilitates multi-party communication on an as-needed basis. Low-tech visual management systems — Post-It notes stuck on centrally located whiteboards, for example — can also serve as information dashboards for managers to track their teams’ progress without the need for repetitive and time-consuming status update meetings or email blasts.
One of the most creative ways I’ve seen to shift to information pull comes from a company that provides insurance appraisals for high-value items. The firm used to be in the ninth circle of email hell: its 38 appraisers work out of their houses from all over the country, and virtually all communication about what work needed to be done was via email. The result? Everyone was inundated with email, and both the appraisers and management had difficulty tracking their work.
In the new system, each appraiser has an inbox-folder and an outbox-folder in Dropbox. A person at headquarters cycles through all the folders on a regular cadence, dropping off new work, picking up completed work, and moving the completed work to the next step in the process. Finally, there’s an Excel file that automatically shows the status of all the in/outboxes and each person’s workload, so that anyone can see the status of the ongoing appraisals. Email is now reserved for other communication — and volume has gone down significantly.
Moving from information push to pull means a lower cognitive burden, fewer meetings, less overwhelm, and better workflow. It paves the way for greater focus and higher quality work. How can you begin to shift the communication paradigm in your organization?
11 giugno 2012 § Lascia un commento
Anche la Nike è stata coinvolta nel circolo “vizioso” della LEAN, e a quanto pare con ottimi risultati…ma non c’è da stupirsi, giusto??- non sono i primi e non saranno gli ultimi, ma vi possiamo confermare in prima persona, in quanto abbiamo già sviluppato attività di questo tipo che sono risultati che si possono ottenere
Nike has reaped the benefits of moving to ‘lean’ manufacturing with shorter lead times and fewer product defects in its supply chain.
The sportswear brand’s FY10/11 Sustainable Business Performance Summary, explained by adopting a lean approach – which it described as ‘better manufacturing’ that reduced wasted materials and time – the company’s supply chain has operated more efficiently. The report explained the company had worked to eliminate waste, lost time and lost material from its processes as part of its sustainability agenda.
The report said contracted factories which adopted the lean approach showed defect rates 50 per cent lower than those that didn’t. It also revealed delivery lead times from lean factories were, on average, 40 per cent quicker. Productivity increases of 10 to 20 per cent and a reduction in the time taken to introduce a new model by 30 per cent were also reported from lean factories.
Mark Parker, CEO and President at Nike, said in a statement: “Sustainability at Nike means being laser-focused on evolving our business model to deliver profitable growth while leveraging the efficiencies of lean manufacturing, minimizing our environmental impact and using the tools available to us to bring about positive change across out entire supply chain.”
During the year, the company collaborated with a number of NGOs and fellow manufacturers on initiatives and projects relating to sustainability. This included working with the Fair Labor Association to create key performance indicators on labour and sustainable sourcing and launching the Sustainable Apparel Coalition with the US Environmental Protection Agency and other footwear brands, retailers and manufacturers
30 gennaio 2012 § Lascia un commento
Anche la famosa importante rivista Harvard Business Review, sottolinea come trasformare l’azienda verso un processo LEAN – ci tengo a sottolineare che non si tratta di un passaggio facile e nemmeno immediato (forse per qualche attività), ma indispensabile per crescere e sviluppare il VERO VALORE dell’Azienda
One of the most common mistakes that companies make when embarking on a lean program is trying to do too much at once. These “boil-the-ocean” initiatives are long, costly and often end up stalling under the weight of their own ambition.
The fact is, smaller and faster can be better when it comes to lean. One thing we’ve consistently seen in our work with manufacturers is what a huge impact a quick plant “health check” and a few focused changes can have on cost and performance. Companies can see major savings in specific areas in just a few weeks. The key is to pick the right improvement levers by taking the time to quantify the value they could deliver, weigh the trade-offs, and choose only the top three or four priorities to tackle immediately.
Sounds simple, right? The problem is that many companies either don’t take the time or don’t have the analytical skills needed to look cross-functionally, dig deep, find the underlying cost drivers, quantify the improvement opportunities and evaluate the trade-offs. Once they bring these diagnostic skills to the table, they can see the potential big wins.
Clarity on the payoff is a critical first step, but sometimes even when the source of problems and the financial upside of addressing them are clear, no action is taken. There may be too many competing priorities, not enough manpower, limited access to the capital needed to get the ball rolling, or just plain inertia. Other times companies think they’ve already done all they can to reduce waste, cut costs, and improve efficiency, so they don’t bother to look any further. For example, one manufacturer we worked with cut costs so deeply that it assumed its people had to be more productive. But by simply observing the crew and their activities on the production line, we saw just the opposite — too much downtime, wasted effort and inefficient work habits. The company’s lean efforts simply hadn’t gone far enough.
In addition to the above, there are often “hidden” costs that — by definition — aren’t immediately visible, especially in complex global production networks. One company had a continuous improvement program underway and thought it was quite lean. But a cost comparison across its network of plants revealed a multi-million dollar cost gap between the top and bottom performers. By doing a deeper analysis of underlying cost drivers such as scale, efficiency, overhead, and logistics, the company gained new insights into why some plants and geographies performed so much better than others — and what high-impact areas to tackle for greater savings.
Based on our experience, the best opportunities for quick improvements in manufacturing costs and performance typically lie in five key areas:
Equipment — By reducing machine downtime, improving maintenance and boosting overall equipment effectiveness (OEE) and output
Processes — By standardizing work, cutting out low-value steps, optimizing work flow and improving line staffing
Material yield — By reducing loss from scrap and obsolescence
Logistics — By boosting warehouse productivity and minimizing freight costs
Inventory — By right-sizing, rethinking levels of buffer stock, streamlining material flows and improving demand forecasts
Although these categories are quite broad, the key is to focus sharply on a small number of specific levers in a few high-impact areas of the plant. Interestingly, at virtually every company we work with, the biggest opportunities for quick wins are in overall equipment effectiveness (OEE), line staffing, and scrap reduction — probably because these areas are easy to analyze, can be changed without a major capital investment, and almost always have room for improvement no matter how much attention has been paid to them in the past.
Just observing a plant’s operations can deliver “aha” moments that lead to real insight and simple fixes. For instance, at an industrial products manufacturer with a one-operator-per-line set up, we noticed that the line operators were walking around a lot and doing things that seemed to add little value. This excessive movement was a clear red flag. By reorganizing the work flows and slightly modifying the production lines so the work area was more concentrated, the manufacturer was able to assign each operator two lines instead of one —reducing labor costs by about 40 percent.
Another quick, simple fix with a big payoff was at the factory of an automotive company. The tip-off there was seeing parts and materials sitting on the floor, where they often ended up getting damaged by forklifts or workers before they could be used. The manufacturer saved millions of dollars per year simply by designating a section on the shop floor for this inventory, creating racks to move it off of the floor and putting guardrails around it to protect it from damage.
But sometimes the problems aren’t so obvious. In these cases, a deep analysis often reveals a very counterintuitive solution. For instance, we were looking into a manufacturer’s warehouse operations. The warehouse had slotted its SKUs in a way that seemed to make sense — the high-volume movers were closest to the main doors. Unfortunately, this layout actually resulted in congestion, interference and delays. By creating a “heat map” showing relative areas of activity throughout the warehouse in a typical week, we were able to reorganize the layout and traffic patterns to make better use of the space. These changes shortened movement and transit times by 20 – 25 percent overall.
If new best practices such as these are shared among all of a company’s factories, a multiplier effect often takes hold and costs can drop substantially across the whole production network. The right metrics and incentives can ensure that this sharing happens. Again, small changes and big results.
Done right, a “fast lean” approach can generate major savings and be a catalyst for a larger lean transformation, even funding it. To get started, we would suggest companies keep in mind four simple guidelines:
Prioritize opportunities based on time to results, relative effort and financial impact
Focus scarce resources on top priorities to generate quick wins
Develop a coordinated effort within and across plants to rapidly surface and adopt best practices
Create an environment that rewards speed and an acceptable level of risk taking
If a broader lean program is already underway, this approach can turbo-charge it and increase momentum. There’s nothing more invigorating to an organization than fast, visible performance improvements that people can see and touch — and that hit the bottom line.
12 gennaio 2012 § Lascia un commento
Sono a sottoporvi una breve ma corretta spiegazione di cosa sia il Takt Time; per gli appassionati di Lean Organization un argomento che si tratta continuamente ma a cui pochi sanno dare una corretta spiegazione.
Ma voi, come definire la richiesta dei vostri Clienti/Mercato??
Per adesso vediamo con quale ritmo dobbiamo rispondere
Takt time can be defined as the maximum time allowed to produce a product in order to meet demand. Here’s the lowdown on how you can apply it.
It is derived from the German word taktzeit which translates to clock cycle. The pace of production flow would then be set based on this takt time. Product flow is expected to fall within a pace that is less than or equal to the takt time. In a lean manufacturing environment, the pace time is set equal to the takt time. A similar but alternative definition can be found here
How is Takt Time established?
What is Takt Time?
The customers buying rate establishes Takt Time. It’s the rate at which the customer buys your product. It is calculated as the net available production time (the amount of time available for work to be done. This excludes break times and any expected stoppage time) divided by customer demand. It provides the heartbeat of a lean production system.
Improving Takt Time
Takt time isn’t “improved.” Cycle time is improved. Takt time is the amount of time “allowed” to complete a work sequence. Cycle time is what is “required” to complete a work sequence. We can reduce the Cycle Time and the content of the work involved in that Cycle, such as reducing or eliminating waste and non-value added steps, thereby influencing the Takt Time, or overall beat of the line. Specifically, we can do the following:
Reduce Idle Time
Reduce set-up time
Reduce or eliminate waste
Better manage constraints
29 dicembre 2011 § Lascia un commento
Ci tengo a segnalare questo articolo trovato tra i diversi blog che seguo, in quanto tratta un argomento su cui mi trovo spesso a fronteggiare e cioè, MRP si o MRP No?
Annoso dilemma che pero in questo articolo trova una sensata e corretta spiegazione su come integrare il software alla lean.
Ci tengo a sottolineare che personalmente non ritengo che il sistema MRP sia da gettare, ma ritengo che debba essere intelligentemente integrato per politiche di approvvigionamento che necessitino di lunghi lead time, allorché può risultare efficace; fondamentale e’ sempre pero il lavoro dell’uomo e di chi controlla il sistema
I attend many Lean conferences throughout the year that focus on different areas of the supply chain. Presenters there often state how the concept of material requirements planning (MRP) is outdated and works as a detriment to Lean thinking. In addition, there have been many articles published that discuss the “Lean versus MRP” debate. I recently had an email conversation with Derek Singleton about this very topic. Derek is an enterprise resource planning (ERP) market analyst and writes for the Software Advice website. He has some interesting ideas about the use of software during the planning process, and I’d like to share his thoughts here:
Three Ways Manufacturing Software Can Adjust to Lean Principles
There’s a long-standing debate between manufacturing planning strategies. The debate is between proponents of material requirements planning software — better known as MRP software — and lean manufacturing advocates.
The crux of the dispute boils down to whether sophisticated software tools are needed to adequately plan production. Proponents of MRP software believe that today’s complex manufacturing challenges require formal planning tools to get an accurate picture of the production requirements. Lean advocates, on the other hand, argue that these planning tools actually get in the way of accurate planning because they’re too slow and transaction-intensive to pace to actual consumption, or adjust to demand fluctuations.
Three Components to Incorporate in Manufacturing Software
I see three main ways that manufacturing software can evolve to adapt to the demands of lean manufacturing. Each way focuses on bringing lean principles front and center of manufacturing software packages.
1. Make Value Stream Mapping a Core Software Component – One of the most important tools in lean manufacturing is create a value stream map to outline the flow of information and materials in the manufacturing plant. Modeling how information and materials flow through a shop floor will allow manufacturers to more easily identify production bottlenecks.
2. Monitor Cycle Times Intensely – The most important metric to know in manufacturing is how long it takes for materials to arrive on the dock and to leave in a completed product. In order to improve cycle times, these times need to be monitored and tracked. A subset of monitoring and tracking cycle times is keeping track of production status.
3. Locate Key Places to Add or Remove Inventory – While there’s ample functionality in manufacturing software for determining what to stock and how much to stock, there is little functionality to help manufacturers figure out where to stock. Functionality that can tell a manufacturer where to stock will help them figure identify the best places to protect against volatility, which will ultimately help avoid product shortages.
These are a few ways that I can see manufacturing software changing to adapt to the requirements of lean manufacturing. However, I’d like to hear your thoughts. What needs to change in manufacturing software to adapt it to lean manufacturing principles?
14 settembre 2011 § Lascia un commento
Vivere un esperienza di 1 un solo giorno Kaizen di permette di comprendere quanto possa essere guida non solo nel lavoro ma anche nella vita di tutti i giorni applicare il Miglioramento continuo.
Per poter affrontare un buon Kaizen è necessario studiare i metodi, provare ad applicarli, confrontarsi con il prima e il dopo, in pratica non si finisce mai di crescere, ed è per questo che il Kaizen è il miglior metodo per velocizzare i processi e creare un approccio positivo di ogni singolo partecipante al fine che di diventi parte integrante del proprio vivere.
Ora vediamo 8 buoni motivi per cui, possiamo amare il Kaizen:
1 – Imparare dall’esperienza degli istruttori:
Guidare un evento Kaizen non è per tutti, servono istruttori ben formati, che pianifichino con attenzione ogni passaggio e che allo stesso permettano di applicare i concetti con facilità al fine di poter raggiungere risultati importanti. Inoltre non si imparano solamente i concetti LEAN, ma si impara ad essere leader nella gestione delle persone, nella risoluzione dei problemi e nell’offrire valore.
2 – Gli Eventi Kaizen sono sempre diversi:
Non esiste un clichè di un evento kaizen, esiste un metodo di impostazione e raccolta dei dati, ma lo sviluppo è sempre diverso (impossibile annoiarsi)
3 – un piccolo gruppo di persone concentrato:
Ogni partecipante ad un evento kaizen è presente per una ragione: Riflettere su un problema, risolverlo e generare un maggior valore. Il perfetto evento coinvolge dalle 4 alle 8 persone per team ed ognuno di essi darà il massimo per andare oltre
4 – Implementare Idee:
Molte persone mentre partecipano ad un evento Kaizen, non hanno idea di cosa gli aspetti, altri si presentano già con un portafoglio di idee, altri sono nel mezzo. La cosa fondamentale che tutti guardino dalla stessa parte, e si concentrino verso l’obiettivo finale – quindi se partecipate ad un evento Kaizen, date il vostro supporto e proponete le vostre idee senza paura
5 – Trasferite i concetti Lean nella Vita reale:
Il processo Kaizen si concentra sul miglioramento rapido dei processi, attraverso analisi, test e applicazione, ma chi l’ha detto che non si possa fare la stessa cosa nella vita di tutti i giorni – vi invito a leggere https://wtco.wordpress.com/2011/09/09/kaizen-nella-nostra-vita/
6 – Legame con i Colleghi:
un evento kaizen è un importante momento di team Building. Si condividono attività e proposte, si partecipa ad una continua sfida basata sulla cooperazione verso un obiettivo comune, un nuovo modo di collaborare
7 – Condividere con la vostra Famiglia il vostro lavoro:
credo che sia molto bello condividere con la propria famiglia, l’esperienza di un evento kaizen, da dove siamo partiti e quali erano i problemi riscontrati, ma la parte più appassionante è come sono stati risolti e dove siamo arrivati; i vostri famigliari potranno essere fieri di voi
8 – Soddisfatti a fine settimana:
e’ confortante arrivare al venerdì sera e guardando indietro poter essere soddisfatti di quanto è stato svolto, e di quanto si può ancora fare per crescere.
Vi è venuta voglia di provare a fare un evento kaizen?
Avete mai svolto eventi kaizen? Come vi siete trovati?