Sunday, April 19, 2009
Thursday, April 16, 2009
How one company successfully sustained 5S?
It is well known that most companies struggle sustaining 5S. The last S stands for sustain in 5S is the hardest of all because it requires discipline and commitment to sustain 5S.
I always hear people complaining about how difficult it is to discipline their work force.
This company I visited few months ago was using 5S for years and was able to sustain it. Their plant floor was clean, full of light and equipment was within the markings on the floor, tools in their place and product flowing smoothly.
I discovered their secret to sustaining 5S by observing their process.
The layout of this plant was such that production was on the first floor and offices on the second floor.
Operators had 15 minutes to clean up their station before leaving for the day. Just before the end of every shift, the line leaders would go the second floor to observe the operators working on the first floor. They were specifically observing whether operators were following 5S that involved cleaning the station, removing unwanted material/product, putting tools in their respective places.
This simple action ensured that operators followed 5S everyday. Using the power of observation, this company was able to sustain 5S.
I always hear people complaining about how difficult it is to discipline their work force.
This company I visited few months ago was using 5S for years and was able to sustain it. Their plant floor was clean, full of light and equipment was within the markings on the floor, tools in their place and product flowing smoothly.
I discovered their secret to sustaining 5S by observing their process.
The layout of this plant was such that production was on the first floor and offices on the second floor.
Operators had 15 minutes to clean up their station before leaving for the day. Just before the end of every shift, the line leaders would go the second floor to observe the operators working on the first floor. They were specifically observing whether operators were following 5S that involved cleaning the station, removing unwanted material/product, putting tools in their respective places.
This simple action ensured that operators followed 5S everyday. Using the power of observation, this company was able to sustain 5S.
Tuesday, April 14, 2009
Choosing the shortest path
When I explain the importance of the "go and see" principle in lean training, most of the participants nod in agreement about its use. Many participants understand that no matter how much documentation (instructions, manuals) is available at the point where the task is being performed, people will figure out a different way to do the task.
Why?
Because most human beings will find the most convenient way of doing work. This is "their" way and may be the shortest path of doing the job.
That is why it is important to go and see what's happening in the process. In order to improve a process, we must know how is work being done everyday by direct observation.
Though most lean implementers realize the benefit of the go and see principle, I have seen very few actually practicing it.
Many lean implementers I have talked with say...
- we don't have time to stand around and watch people what they are doing
- our folks follow what is written on the instruction sheet
- it is time consuming and boring to watch people do the same task over and over again
In theory most lean implementers realize the benefit of using go and see principle.
However, applying this principle in practice is another story.
Have you used the "go and see" principle in your lean journey?
Would you like to share a story or an experience about the use of "go and see" principle?
Why?
Because most human beings will find the most convenient way of doing work. This is "their" way and may be the shortest path of doing the job.
That is why it is important to go and see what's happening in the process. In order to improve a process, we must know how is work being done everyday by direct observation.
Though most lean implementers realize the benefit of the go and see principle, I have seen very few actually practicing it.
Many lean implementers I have talked with say...
- we don't have time to stand around and watch people what they are doing
- our folks follow what is written on the instruction sheet
- it is time consuming and boring to watch people do the same task over and over again
In theory most lean implementers realize the benefit of using go and see principle.
However, applying this principle in practice is another story.
Have you used the "go and see" principle in your lean journey?
Would you like to share a story or an experience about the use of "go and see" principle?
Friday, March 27, 2009
Reading instructions or not...
I find that most people these days do not like reading instructions.
It is much easier to try something on your own or just pick up the phone and call for help. Many times the help desk people at the other end of the line just read from the instructions/documents that came with the product or service you bought.
Whether it is online help for software or instructions for assembling products or using services, most people tend to rely on themselves or the phone rather than reading the instructions/documentation.
I have politely asked some folks that why they chose to ignore the instructions.
Some of the common responses I get to this question is..
- I didn't think of looking at the instructions
- Instructions are for dumb people
- I couldn't read beyond the first few lines on the first page
- Instructions are boring
- Trying on your own is exciting. It is even more exciting if the darn thing works!
The solution that works for me is simply assuming that instructions/documents are rarely read.
Why do people hate instructions/documentation?
Share your point of view - Comment on this post
It is much easier to try something on your own or just pick up the phone and call for help. Many times the help desk people at the other end of the line just read from the instructions/documents that came with the product or service you bought.
Whether it is online help for software or instructions for assembling products or using services, most people tend to rely on themselves or the phone rather than reading the instructions/documentation.
I have politely asked some folks that why they chose to ignore the instructions.
Some of the common responses I get to this question is..
- I didn't think of looking at the instructions
- Instructions are for dumb people
- I couldn't read beyond the first few lines on the first page
- Instructions are boring
- Trying on your own is exciting. It is even more exciting if the darn thing works!
The solution that works for me is simply assuming that instructions/documents are rarely read.
Why do people hate instructions/documentation?
Share your point of view - Comment on this post
Tuesday, March 24, 2009
The snowball effect
After spending years in the quality field, I find every problem starts small then gets bigger. Problems tend to have a snowball effect!
People tend to see only the bigger problems and choose to ignore the smaller problems. That is why when a quality problem first appears, some times quality personnel choose not to do anything about it. Well, this act of taking no action leads to a bigger problem that shows up downstream long after the initial problem was reported (snowball effect).
Now the problem is much bigger to handle and results in a crisis. Coming out of crisis takes longer with a larger price tag. Quality problems that cause warranty claims, product recalls, customer complaints, sorting, rework are costly and may cause poor reputation in the market. The real root cause of these problems may be well before they surfaced.
If these root causes were identified as soon as the problem was seen the first time,
they would get fixed much faster. Companies who choose not the take action on a problem now will have to face the problem on a larger scale later.
People tend to see only the bigger problems and choose to ignore the smaller problems. That is why when a quality problem first appears, some times quality personnel choose not to do anything about it. Well, this act of taking no action leads to a bigger problem that shows up downstream long after the initial problem was reported (snowball effect).
Now the problem is much bigger to handle and results in a crisis. Coming out of crisis takes longer with a larger price tag. Quality problems that cause warranty claims, product recalls, customer complaints, sorting, rework are costly and may cause poor reputation in the market. The real root cause of these problems may be well before they surfaced.
If these root causes were identified as soon as the problem was seen the first time,
they would get fixed much faster. Companies who choose not the take action on a problem now will have to face the problem on a larger scale later.
Monday, March 16, 2009
Judging capability of processes
Each time I go through the topic of process capability, I get a few interesting questions. Some of them are...
- What is the difference between Cp, Cpk?
- Why is Cpk of 1.33 critical? What does this value tell about my process?
- What index would apply for one sided tolerances?
- There are so many indices, which is the most appropriate index for my process?
For more information on capability indices, please read our White Paper Use of different capability indices.
Most customers today are demanding specific capability indices be reported with product shipped. Some suppliers wonder why this information is so important.
Customers want to know the suppliers process capability. Using the capability indices, customers can judge the capability of the process for producing parts that are consistently within specifications. This gives customers some confidence about the parts supplied.
- What is the difference between Cp, Cpk?
- Why is Cpk of 1.33 critical? What does this value tell about my process?
- What index would apply for one sided tolerances?
- There are so many indices, which is the most appropriate index for my process?
For more information on capability indices, please read our White Paper Use of different capability indices.
Most customers today are demanding specific capability indices be reported with product shipped. Some suppliers wonder why this information is so important.
Customers want to know the suppliers process capability. Using the capability indices, customers can judge the capability of the process for producing parts that are consistently within specifications. This gives customers some confidence about the parts supplied.
Thursday, March 12, 2009
Show me the money!
It is not uncommon to hear the phrase "Show me the money" from Senior management in today's tough economy. It may seem an unrealistic demand to some. But in most cases you have to come up with ways to save money. And tough times lead to creative ideas of doing so.
Simple things in everyday work routines can help save money.
1) Turning off the lights before leaving for the day
2) Shutting down computers we don't use
3) Working with electronic documents rather than printed copies
4) Request for accessories you really need, not what you want
5) Conserve in every possible place you can
Necessity is the mother of all invention. If you think hard, you will find ways to save. Toyota Motor company has used this fundamental principle for removing
waste. People at Toyota believe that every task can be performed
in a better way. There exists a better way...only I have to find it!
Simple things in everyday work routines can help save money.
1) Turning off the lights before leaving for the day
2) Shutting down computers we don't use
3) Working with electronic documents rather than printed copies
4) Request for accessories you really need, not what you want
5) Conserve in every possible place you can
Necessity is the mother of all invention. If you think hard, you will find ways to save. Toyota Motor company has used this fundamental principle for removing
waste. People at Toyota believe that every task can be performed
in a better way. There exists a better way...only I have to find it!
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