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The ‘big miss’ in golf terms refers to a bad golf shot, one from which the player cannot recover par. I was reminded the other day about another type of ‘big miss’, this one occurs in the workplace rather than on a golf course.
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Quick hit improvements achieved through event driven activities such as rapid-improvement events will only benefit the organization in the long term if those improvements can be replicated across shifts, lines and facilities.
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Total Productive Maintenance helps organizations achieve more than just equipment reliability, it also ensures a reliable process. By establishing a partnership between production, maintenance and engineering technical…
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If I told you I wanted a “Light Blue Suit”, what comes to mind – a sky blue suit or […]
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As managers, it is a good practice to ‘pop’ your head out of the weeds and have a look beyond the day to day. What is the overall health of your organization? Does your business strategy rest on differentiation?
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This week I was reminded of some advice I received from a Japanese sensei early in my Lean career. We were working together in an organization that had just embarked on the Lean journey.
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What’s the difference between a company policy and a company improvement initiative…Sustainability…
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In any TPM implementation there are key questions that need to be asked and answered. There are no right answers—they’re all “how?” questions—but if the answer to any one of them is “We are not going to do this,” then the effectiveness of your TPM implementation is in serious doubt.
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“Fixes that Fail” is one of the archetypes of systems dynamics – common patterns which we see in organizational change. It is probably the simplest of the systems archetypes, with just two feedback loops – the balancing loop where we fix symptoms (not root causes) and the reinforcing loop where the fix actually prevents us from finding a root cause solution or, in some instances, makes matters worse.
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In 1988, when I first met Shigeo Shingo, the creator of SMED (Single Minute Exchange of Die), he asked me if I had been using his SMED System. I replied that I had in fact been using it in a machine shop where we had reduced changeover times from 90 minutes to 15 minutes – not bad I thought.
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