Recently I learned about a new ISO 18404 standard certifying lean and Six Sigma organizations. I think this is a highly questionable idea, with little benefit for the quality of lean manufacturing. This certification madness won’t make much difference for the quality of lean but will mostly siphon off money to the International Organization for Standardization and connected bodies for certifications of little practical value. Let me show you the details … Continue reading “Lean Standard” ISO 18404 – A Questionable Idea …
In the last months, there has been an unprecedented power struggle between Volkswagen and its suppliers. Two of the suppliers stopped delivering, leading to a full stop of multiple production lines at six Volkswagen plants, including its main plant Wolfsburg. This whole mess comes on top of the separate problems Volkswagen has had with its Dieselgate. In this post I would like to look in more detail at what happened. Continue reading Volkswagen Supplier Relations Failure
Employment is an exchange of work for money. In my last post I showed a few tricks on how operators keep management in the dark about the true workload. However, management is also not giving out all the details on their side either. Naturally, the true value of the work is difficult to asses. Even if companies could know exactly how much each employee contributes to the success, they probably would keep this information top secret.
More interesting, however, is the value of the target workload, where operators are able to work continuously at 130% capacity without problem. The following are my own thoughts, as I have never seen these conclusions anywhere else before.
Employment is an exchange of work for money. As with most negotiations, both sides would like to keep their cards hidden, so employers and employees use different tricks in an attempt to hide the true facts from the other.
This post looks at the tricks of employees, whereas the next post will look at those of employers. As employees have more control over the work than they do over the salary, this post shows how to keep management in the dark about the true workload. Continue reading How Operators Hide the True Workload
In my last posts I explained the PDCA (Plan, Do, Check, Act), common mistakes, and its history. However, there is a whole fruit stand of additional versions with some modifications that have popped up: PDSA, SDCA, OODA, ODCA, DMAIC, LAMDA, FACTUAL, Kata, and 8D – and probably more that I do not know of. Let me explain a bit on the different offshoots and alternatives of the PDCA. Continue reading The Many Flavors of the PDCA
In my previous post I explained how the PDCA (Plan, Do, Check, Act) should work. However, while most people know the PDCA in theory, I find that the practical implementation is often lacking. And, quite frankly, I am also sometimes sloppy with the PDCA way more often than I would like to admit. Time for some reflection and observation on what works, and why so often it does not.
Hence, in this post I will show common pitfalls and problems when doing a PDCA. Also, simply because it is one of my pet interests, I will also show a bit of the history of the PDCA and its origins in quality control. Continue reading Common Mistakes with the PDCA (and Some History)
In the last two posts I showed you the basics of the A3 report and the (possible) content of the A3 report. In this last post of this series, I would like to talk about common mistakes and the limitations of the A3 report. Overall, for me the A3 report is a minor tool to help organize the real work of problem solving, despite all the fuzz some make about the A3 report. Continue reading The A3 Report – Part 3: Limitations and Common Mistakes
In my last post I wrote about four basic factors for an A3 report (one sheet / A3 size / with pencil / on the shop floor). This week I would like to show you what goes in an A3 report. The important framework here is PDCA (Plan, Do, Check, Act). However, in my view there is no single perfect A3 template that will fit all of your problems. Rather, an A3 is created on the go. Make the tool fit the problem, not the other way round! Continue reading The A3 Report – Part 2: Content