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Recently I was invited to help a metal manufacturer with two business units and several production facilities address the issue of their continued under-performance; despite what the company felt was a herculean effort to drive cost from their system.
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Why do so many companies do lean things, but struggle to become a truly lean company?
The answer lies with the reluctance of mid-level management to adopt the improvement mindset.
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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