A famous step toward perfection in a lean production system is a lot size of one. However, few people realize what enormous effort and rigor Toyota applies to achieve this goal. During my visit to a Toyota plant and the APMS conference in Tokyo in 2015, I saw quite a few stunning examples of this quest. Let me show you … Continue reading Toyota’s and Denso’s Relentless Quest for Lot Size One
In my previous posts I went into great detail on how to prioritize your work, with a focus on made-to-stock-type production. In this last post of my series on work prioritization, I look at made-to-order systems and mixed made-to-order and made-to-stock systems. Continue reading How to Prioritize Your Work Orders – Prioritization of Made to Order
In my last two posts I described why and how to establish a system for handling priority work orders. This post discusses how to actually prioritize your different work orders.
Hint: It has a lot to do with the quantity of a particular product ordered. The more frequently a product is ordered, the easier it is to provide the parts through inventory rather than rush orders. But … I rush ahead 🙂 .
There are different strategies available, depending on your production mix – in particular your mixture of made-to-order and made-to-stock products. Let’s first focus on made-to-stock production. Continue reading How to Prioritize Your Work Orders – Prioritization of Made to Stock
In my previous post I went through the basics of prioritization of your work orders. The easiest way to prioritize these orders is through a VIP lane: a lane for very important parts. In this post I will discuss what you need to make your VIP lane work – and how you can completely mess up a priority system. In my next post I will describe different prioritization strategies that can be used. Continue reading How to Prioritize Your Work Orders – The VIP Lane
Any manufacturing system has production orders, some of which are urgent, others of which are less so. Hence, you may need to prioritize some orders over others. There are different ways to prioritize your orders – and merely telling your people to rush a job creates more chaos than it helps. Luckily, in a kanban loop, there is one spot to prioritize your production orders: before the first process. Done correctly, this allows you to create a smoother and more efficient production system. Let’s go into more detail. In this first post of a longer series, I go through the basics: why, where, and how not to prioritize. Continue reading How to Prioritize Your Work Orders – Basics
In my previous posts I explained what “Just in Time” is, and started with different actions on how to make “Just in Time” work. As it turns out, there are a lot of things you can do, and one blog post was not enough. So here’s part two on how to make “Just in Time” work! As before, be warned that most of these methods or actions are not easy! Continue reading How to Make “Just in Time” Work – Part 2
Just in Time (JIT) is the delivery of parts just when you need them. In my last post I explained what JIT is all about. In this post (and the next one) I will go into much more detail on different measures you can take toward JIT. But be warned, most of them are not easy, either in implementing or in convincing cost accounting about it beforehand. Continue reading How to Make “Just in Time” Work – Part 1
Just in Time (or JIT) is a powerful method to reduce costs and increase efficiency. However, it is also very difficult to achieve. Most times when a Western company tells me it does JIT, it turns out that this is merely wishful thinking. Let me tell you what JIT really is. I will also talk a bit about the history of JIT. Finally, I will show you a few negative examples of wishful thinking common in modern industry. In my next posts I will go into more details on how to make it work. Continue reading What Is “Just in Time”?