Most recent articles
Senior Consultant and Continuous Improvement Manager David Hughes reflects on his experience of LCS Continuing Professional Development in terms of how it is relevant and links with his career, why he chose to register, his experience in using the CPD model and why he’s continuing to use it.
Although Lean and Green is a relatively new concept, the customary view is that it applies to “heavyweight” manufacturing. In other words, value streams that involve significant use of heating, cooling, power, chemicals, machining and large component manufacture. However, nearly everything we see, touch and use has electronic components in the background or at the user interface. So, can Lean and Green benefit this type of manufacturing which consists of green boards, miniature components and a bit of solder….?
This article explores the world of modern table-top gaming and the process improvement that it invites participants to engage in. It gives background to the market, and gives examples of how some games use lean principles in their design. It then discusses how games can be used to teach lean and operational excellence to workers involved in a roll-out, and the author’s experience of working alongside Baringa Partners in this respect.
In the second article on TWI, Denis Becker discusses how operations managers can build engagement and accelerate change by using the TWI Job Relations program. TWI JR develops our supervisors’ and managers’ Skill in Leading teams and fast, effective change. High Performance Supervisors know how to build and keep the trust and collaboration of their people. They make the TWI JR Foundations for Good Relations part of their daily work. They catch and solve people problems early, using the TWI-JR 4 Step Problem solving method. In short, they make people a key priority of their daily work. This creates happier and more productive employees and implementing changes becomes much easier and faster.
Training Within Industry (TWI) is often referred to as the forerunner of contemporary lean thinking, being developed in the US over 70 years ago to support the war effort. It is still practised by Toyota and in recent years there has been a renewed interest and a resurgence in the application of TWI methods, led notably by the TWI Institute. TWI originally aimed to rapidly train and develop new staff in order to increase in productivity, quality and occupational safety. It included the development of three managerial skills, considered necessary for leaders and workers. This article focuses on the Job Instruction element of TWI, which helps connect the written work standard with the actual practice on the shop floor and teaches the technique of delivering effective on-the-job training that ensures people reliably perform a task exactly the way it should be done to get consistently good results.
It can be argued that THE core concept of lean thinking is flow and that all the various continuing improvement approaches and methodologies do, at some point, focus on the need to make processes, information, material, people, decisions, projects etc, flow in order to speed things up, get rid of bottlenecks and waste, shorten lead times, and so on. Yet our business decisions are often driven by a traditional ‘economies of scale’ mentality that can be counter-productive to achieving lean goals. In this article Sarah Lethbridge considers how we should consider Economies of Scale against Economies of Flow when taking a lean perspective.