BLOG volume 34: SUPPLY CHAIN AND INTER-NUMBER SEQUENCING
When discussing supply chain in an “In Time” environment, it makes sense to look forward in your scheduling and try to anticipate the needs for “unique” materials, both domestic and imported. Calculate each step in the supply chain and even assign order numbers to each unique component if necessary. Build…
Keep reading
From the Archives of a Common Sensei volume 33: Underlying All “Lean” Manufacturing Initiatives
The basic principles of effective “Lean” manufacturing (operations) initiatives must include two basic principles (as stated in the attached 1997 document from our Toyota (TIEM) experience): • Reduction of cost through elimination of waste • Make full use of workers (Associates) capabilities In this volume of From the Archives of…
Keep reading
From the Archives of a Common Sensei volume 32: WALK-ABOUTS – Plant Staff Goes to the Gemba
Often times, you cannot truly understand a problem until you go to the place where it is occurring. In Lean, we refer to this as going to Gemba.
Keep reading
From the Archives of a Common Sensei volume 31: Differences Between Other Factories and Toyota Industrial Equipment
Just because you have always done things in a certain way, does not mean that way has to be how you do things in the future. Max Allway
Keep reading
Paying-It-Forward on a Global Scale
For nearly all of my life, I have been been blessed by the generosity of others providing me with opportunities. Rarely have those opportunities been more than the opening of a door to a challenge myself to be the best version of myself. Likewise, I have tried to follow a…
Keep reading
From the Archives of a Common Sensei volume 30: ENGINEERING CHANGE PROCEDURE FOR NON-INTERCHANGEABLE PARTS (Imported Purchased Parts)
In this volume 30, I present the process for imported but non-interchangeable parts. As in volumes 28 and 29, the handwritten original examples are too big to display at the same time, so I split this engineering change process into three volumes to simplify the overall process of engineering change.…
Keep reading
From the Archives of a Common Sensei Volume 29: ENGINEERING CHANGE PROCEDURE FOR INTERCHANGEABLE PARTS (Imported Purchased Parts)
This article is a continuation of an important (critical) process – Engineering Change for imported interchangeable parts. In this blog (Volume 29) I will present Engineering Change Procedure for Import Parts that were categorized as Interchangeable.
Keep reading
From the Archives of a Common Sensei Volume 28: ENGINEERING CHANGE PROCEDURE FOR LOCAL PARTS (Domestically Purchased Parts)
In the example provided here, it is obvious that even in the 1990’s much of the process involved manual or semi-manual operational steps, as well as integrated into the ordering system. To control product quality and waste while introducing changes, it did involve significant manual intervention!
Keep reading
From the Archives of a Common Sensei Volume 27: EARLY LOCAL PARTS ORDERING FLOW
Traditionally, many companies have ordered parts based on forecasted projected need, which was most often determined by the forecast handed down from the Sales Department. This in turn may have also been based on the projections of the Marketing Department, who in turn may have founded their numbers on the…
Keep reading
From the Archives of a Common Sensei Volume 26: STRATEGIC AND NEW PRODUCT DEVELOPMENT AND INTEGRATION CHECKLIST
The intent of the questions included in the checklist is to help you be sure that all design considerations are included as you develop a new service or product. As we began our new product development efforts, we thoroughly evaluated competitors’ products, including piece by piece teardown and doing comparison…
Keep reading
From the Archives of a Common Sensei Volume 25: PROBLEM SOLVING CONCEPT AS USED IN EARLY US TOYOTA OPERATIONS
In continuation of these blog postings (From the Archives of a Common Sensei), volume 25 discusses how we approached Problem Solving during those early days (early 1990’s) while developing Toyota Industrial Equipment.
Keep reading
From the Archives of a Common Sensei Volume 24: THE FRAMEWORK OF THE MANAGEMENT PLANNING PROCESS (FOCUS ALIGNMENT)
A formalized Management Planning Process, whether you call it Hoshin Kanri or Focus Alignment, is essential when laying the foundation for an inclusive management culture.
Keep reading
From the Archives of a Common Sensei Volume 23: THE INTENTION OF DEVELOPING A MANAGEMENT PLANNING PROCESS
In this volume 23 of “From the Archives of a Common Sensei” we will discuss “The Intention of Developing a Management Planning Process”.
Keep reading
From the Archives of a Common Sensei Volume 22: CONCEPT OF COMPONENT SEQUENCING PARTS STAGING FOR ASSEMBLY
As an illustration of an assembly parts staging methodology, the attached drawing (rough as it is) was one that we used during the start of Toyota’s US Lift Truck manufacturing operation in the early 90’s.
Keep reading
From the Archives of a Common Sensei Volume 21: SEQUENTIAL JUST-IN-TIME FLOW
One of the unique and valued tenets of the Toyota Production System (TPS) is the ability to manufacture products on a just in time (JIT) basis. Why do this? In addition to being able to respond to customer’s requirements more quickly, using JIT enabled Toyota Industrial Equipment Manufacturing (TIEM) to…
Keep reading
From the Archives of a Common Sensei Volume 20: THE KANBAN CALCULATION
If your organization is beginning the “LEAN Journey” or if you are having difficulty executing your Kanban ordering, perhaps this blog volume 20 will help you.
Keep reading
From the Archives of a Common Sensei Volume 19: THE IMPORTANCE OF PARTS CONSOLIDATION AS RELATED TO JUST-IN-TIME
Volume 19 illustrates the early thinking (pre-1995) on how to implement parts consolidation to maximize the transportation economics while also minimizing unnecessary inventory. The added benefit was the saving of space which could be used for more productive operations.
Keep reading
From the Archives of a Common Sensei Volume 18: TOTAL COST MANAGEMENT and SUPPLY CHAIN ASSESSMENT
In this volume of our blog, we are presenting a document that was pulled from our early archives that illustrates (at a high level) “Total Cost Management” and “Total Supply Chain Assessment” leading to Supply Chain Improvement.
Keep reading
From the Archives of a Common Sensei Volume 17: SUPPLIER RATING SYSTEM (example from early US Toyota Operation)
In this volume of From the Archives of a Common Sensei, we are providing an example of the “Supplier Rating System for Parts and Raw Materials”. This example provides a foundational, but beneficial, means for evaluating your suppliers by rating their performance against your expectations.
Keep reading
From the Archives of a Common Sensei Volume 16: JIT vs BATCH! Is it for you?
For some of you reading this volume of our blog discussing JIT vs Batch ordering systems, this discussion might seem elementary or simplistic, but this is how we got started in the early days of Just in Time ordering in the United States. We often see blogs and articles that…
Keep reading
From the Archives of a Common Sensei Volume 15: Nemawashi
This guidance uses many of what we now call “Lean Management” thinking and is heavily dependent on utilization of consensus building (nemawashi), which means using one-on-one discussion with each member of a decision-making group. This consensus building of those directly or indirectly affected is usually conducted prior to a formal…
Keep reading
From the Archives of a Common Sensei – Volume 14: Learn by Doing
The emphasis is on a method of “instruction and verification of an Associate’s capability” to perform the necessary work within the bounds of safe operation, and with the expected quality and time standards. This process pulls together the primary team of involved people, Associate, Trainer, Team Leader (TL), and Group…
Keep reading
From the Archives of a Common Sensei – Volume 13: Management that Practices What they Preach – Standard Procedures
In the early developmental days of the creation of Toyota Industrial Equipment, we realized that when hiring associates, who had previously been employed in a manufacturing environment, it was going to be difficult to retrain and to get such associates to follow established TPS team-based standards. To ease the situation,…
Keep reading
From the Archives of a Common Sensei – Volume 12: The Basic Thought Behind Toyota Operations Regarding Associates
This document was created and delivered by one of my most admired Sensei’s (Kanamaru-San) in which he spells out basic thinking of process design, process flow, and the proper utilization of associates.
Keep reading
From the Archives of a Common Sensei – Volume 11: Gemba Observation Checklist
All too often, I have heard from clients: “but we are different”! I have yet to find an organization cannot benefit frim going to Gemba!
Keep reading
From The Archives of a Common Sensei – Volume 10: Moving Toyota Dynamics to Your Organization
As we stated, and what was believed thirty plus years ago while starting up the Toyota Industrial Equipment operation, “DESTINY IS IN OUR OWN HANDS”! While deeply involved in the start–up effort, we developed a course of action that would embed the culture that would be needed for twenty-five years…
Keep reading
From The Archives of a Common Sensei – Volume 9: Characteristics of TOYOTA
Keep in mind while reading through the Characteristics of TOYOTA that the focus is on people, customers, mutual trust, cost consciousness, values, and fundamental principles.
Keep reading
From the Archives of a Common Sensei – Volume 8: The Dynamics of Japanese Leadership
A paper to better understand the “Dynamics of Japanese Management Techniques”, and the differences when compared to management practices in Western companies.
Keep reading
From the Archives of a Common Sensei – Volume 7, Supply Cycle Analysis
If you find your organization is having trouble in meeting output requirements (customer needs), I suggest you start with those customer needs and work your way back through what is considered important in how you warehouse, how you flow materials, how you develop your suppliers, and how your ordering systems…
Keep reading
From the Archives of a Common Sensei – Volume 6: Targeting your efforts and measuring your current condition
The Common Sensei is providing guides to help you understand where you need to target your efforts and to measure your current condition.
Keep reading
From the Archives of a Common Sensei – Volume 5: Process Readiness Scan Guidance
The Process Readiness Scan will help identify where to concentrate your process efforts rather than try to tackle everything at once. The ideal state chart is an example of attributes required to be a successful process improvement organization.
Keep reading
From the Archives of a Common Sensei – Volume 4: Readiness Capability Assessment
Do you understand how to analyze the readiness capability of the organization prior to moving forward? The Readiness Capability Assessment will help identify where to concentrate your efforts rather than try to tackle everything at once.
Keep reading
From the Archives of a Common Sensei – Volume 3: Structured Change using CODE OWE
I have used (CODE OWE) with over 200 organizations to help them internalize the need for their organization to tackle change with a positive mindset.
Keep reading
From the Archives of a Common Sensei – Volume 2: Building a Kaizen Environment
Continuing on our journey of sorting through my father’s archives, I am reflecting on the power of having him as a mentor. Volume 2 intends to drive the practitioner to discovery and growth rather than simply going through the motions.
Keep reading
From the Archives of a Common Sensei – Volume 1: PDCA
I grew up in the home of a Lean Sensei. Now that my father has retired, and is sorting through his notes from the early days of TPS in the U.S. It is our intention to share those notes with you to reveal our Lean Foundations.
Keep reading
Utilizing Strategic Innovation to Redefine your Normal
A global health crisis and increasing levels of civil unrest are changing the way that we approach our daily lives, from how and where we work, to our social interactions and how we consume information and entertainment. Organizations who continue doing business in the same way they always have are…
Keep reading
A Legacy of Lean Thinking
It is awesome to see how implementing a culture of Lean Thinking into training not only helped our athletes on the field but, it is shaping them for success off of the field.
Keep reading
The RPA Myth
As I watch client after client move toward the promise of Robotic Process Automation (RPA) as a solution to their problems, I am amazed at their disregard for the small print.
Keep reading
A Holistic Approach to Reducing Fraud, Waste, and Abuse
Overview Under the current administration, there is a renewed emphasis on reducing fraud, waste, and abuse (FWA) within the Federal Government. While this is nothing new, historical initiatives have focused primarily on external threats and only moderately succeeded at reducing operational waste and have made little to no impact in…
Keep reading
Ethics and Insanity in Consulting
If we are continually hired to resolve the same issue that was previously addressed, is that insanity, misinformed decision making, misguided, or something else? What roll should we play?
Keep reading
Low Cost Technically Incapable – Revisited
As we are facing a transition of power with the hope of “Making America Great Again”, we have an opportunity, once again, to fix our broken system which continues, regardless of the party in power, to be a self-licking ice cream cone.
Keep reading
Talent Identification for Peak Human Performance
Corporations, Military Organizations, and Sports Teams are constantly looking to find and attract “Peak Performers”. As technology continues to advance, it is becoming clear that the human component is most often the limiting factor in any endeavor. Utilizing proven Lean and Six Sigma approaches in concert with expertise in Anatomy & Physiology, Kinesiology, and…
Keep reading
Improving Solution Quality in Six Sigma using TRIZ Innovative Methodologies
Special thanks to Christopher Hamilton for his contribution in pulling together the original paper from which the post was pulled. INTRODUCTION If you are a process and performance improvement professional, odds are you sometimes find yourself in situations where data is insufficient, processes are unstable and inconsistent, and often that to…
Keep reading
Strategic Planning and Goal Deployment using Hoshin Kanri
Hoshin Kanri is a systems approach to the management of change in critical business processes using a step-by-step planning, implementation, and review process.
Keep reading
Effective Government Coalition
August 2016 Effective Government Coalition – Exploratory Phase The Effective Government Coalition (EGC) announces its non-partisan mission to create an efficient and streamlined government that lives up to the same operations standards, efficiency, and integrity that the American people have come to expect and require from public companies and businesses…
Keep reading
Agile Process Improvement — betterbusinessforall
One of my favorite sayings is “if you want to learn somethig new, read an old book.” For years now, we have been hearing about this thing called Agile Development. It seems there are numerous definitions of what that is and even more variations of Agile in practical execution. I…
Keep reading
Trust the Process – Winning is the Result
Last year I posted this after the Loudoun 98 Girls Soccer Team won their first Virginia State Championship. After all of this success, the team had several key players leave the team and a large number of people doubting that we could defend our State Title. In the end, the…
Keep reading
Rapid Crisis Intervention/Facilitation Method
Organizations around the globe face critical instances that need a clear and consistent approach to resolving issues in a way that not only fixes a problem in the short term but also helps to ensure that the issue does not happen again.
Keep reading
Trust the Process – Winning is the Result
Sport, like life, is about continuous improvement. Trust the process.
Keep reading
Your next goal: becoming a Social Business
Becoming a Social Business means growing into a social and connected entity, centered in the digital field and that has socialized its internal and external processes, achieving, this way, great flexibility and a dynamic in line with its sector that allow it to innovate and lead the business models of…
Keep reading
Loading…
Something went wrong. Please refresh the page and/or try again.
From The Desk Of A Common Sensei 