Lean manufacturing is a great set of philosophies and tools to improve your production system, or for that matter any kind of operational system. Yet, many supposed lean implementations fail. One of the various reasons for failure of a lean project is a lack of attention to detail. Let me explain:
Toyota Change Point Management: Henkaten
Henkaten is an approach by Toyota to deal with changes in their manufacturing system. It is one of the lesser-known words of the lean vocabulary. Often translated as “change point,” it is about managing a change. However, there is no magic behind yet another Japanese word. It is all just the basics like most methods in lean manufacturing: attention to details, standards, and visual management. Let me show you!
On the Quality of KPIs
In this second post on KPIs, I will look at the quality of key performance indicators (KPIs). These are essential tools for measuring an organization’s progress toward its strategic goals. The quality of these indicators is critical as it impacts management’s decision-making and subsequent actions. Let’s have a look!
What are Good KPIs?
To control any kind of system, you need to know its status. For a simple system like heating, the indoor temperature may be the key input. For something as complex as manufacturing, however, there could be a myriad of different measurements that can help you to control the system. In this context, KPIs (key performance indicators) become crucial, offering a structured way to monitor various aspects of operation, from safety and quality to productivity and cost. Ensuring the right balance and focus among these KPIs can lead to more informed decision-making and enhanced operational efficiency. In this post I would like to dig deeper on what KPIs are good, and how you can go wrong with (too many?) KPIs.
The Toyota Total Link System Chart (TLSC)
The Total Link System Chart (TLSC) is a tool used by Toyota to show the multiple connections on the “when,” “why,” “how,” and “what”—not only of a production system but also in all business reforms at Toyota. While used often at Toyota, it is nearly unknown in the Western world. Time to look at the Total Link System Chart in more detail.
Effects on Efficiency—Group Size, Line, Location, Product
In my last post, I started to look at factors that affect the efficiency of your line, in particular the percentage of value-added time by the operators. For this I have a good data set with fifty-three different observations. One major factor was the speed of the line. Faster lines are not only easier to optimize, but they also yield more benefit for the optimization. In this post I will look at group size, as well as comparing Japan and Germany, final assemblies with subassemblies, and passenger cars with commercial vehicles.
Effects on Efficiency—Takt Time
Whenever I visit a factory where manual work is done, I try to estimate the percentage of value-adding time. This brings up an interesting question: What factors do affect the percentage of value-adding time? Let’s dig through my data to see what matters.
The Grand Tour of German Automotive—The Unusual Volkswagen Transparent Factory Dresden
As part of my Grand Tour of German Automotive, I also visited the Volkswagen Transparent Factory Dresden (Gläserne Manufaktur). This plant is something of an oddball in automotive manufacturing, very different from all other automotive plants I have seen. Its purpose is quite different from “normal” car plants, and hence it cannot really be compared to a normal car plant. But it does fulfill its purpose rather well, albeit not quite cheaply. Let me show you this unusual plant…