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Archive of All Posts:

  1. Fluctuations on Continuously Moving Assembly Lines 1—Don’t Move the Workers Around!
  2. How to Grind Your Organization to a Standstill—Part 2
  3. How to Grind Your Organization to a Standstill—Part 1
  4. On China’s Manufacturing Catch Up—Part 2
  5. On China’s Manufacturing Catch-Up—Part 1
  6. On the Importance of Deep Dives
  7. Why Is So Important for Managers to Listen!
  8. The Benefit for Denso of Reducing Fluctuations
  9. On the Eighth Wastes of Unused Human Creativity
  10. Kaizen: Hoshin Kanri, Bowler Charts, Action Plans, and More
  11. The Bowler Chart—Caveats and Improvements
  12. The Bowler Chart—Tracking Your Projects
  13. On Leveling and Fluctuations—How Does Toyota Do Leveling?
  14. On Leveling and Fluctuations—The Downsides of Leveling
  15. On Leveling and Fluctuations—Introduction
  16. Why Operators Need to Measure Their Own Data!
  17. Why We Need Visual Management…
  18. Kaizen Through Growing Your People
  19. Who Does Kaizen?
  20. Dark Lean
  21. A Common Mistake in Doing Lean: Skipping the Details!
  22. Toyota Change Point Management: Henkaten
  23. On the Quality of KPIs
  24. What are Good KPIs?
  25. The Toyota Total Link System Chart (TLSC)
  26. Effects on Efficiency—Group Size, Line, Location, Product
  27. Effects on Efficiency—Takt Time
  28. The Grand Tour of German Automotive—The Unusual Volkswagen Transparent Factory Dresden
  29. The Grand Tour of German Automotive—Volkswagen Osnabrück
  30. Happy 11th Birthday, AllAboutLean.com!
  31. The Grand Tour of German Automotive—Volkswagen Emden
  32. The Grand Tour of German Automotive—Volkswagen Wolfsburg
  33. The Grand Tour of German Automotive—Audi Neckarsulm
  34. The Grand Tour of German Automotive—Audi Ingolstadt
  35. The Grand Tour of German Automotive—Porsche Assembly Lines
  36. The Grand Tour of German Automotive—Porsche Overview
  37. The Grand Tour of German Automotive—Daimler Truck Wörth
  38. The Grand Tour of German Automotive—Mercedes-Benz Rastatt
  39. The Grand Tour of German Automotive—Mercedes-Benz Bremen
  40. The Grand Tour of German Automotive—Mercedes-Benz Sindelfingen
  41. The Grand Tour of German Automotive—BMW Berlin Motorbikes
  42. The Grand Tour of German Automotive—BMW Leipzig
  43. The Grand Tour of German Automotive—BMW Munich
  44. The Grand Tour of German Automotive—Overview
  45. 3D Printing at Stratasys—3D Printing Markets
  46. 3D Printing at Stratasys—Printing Technologies
  47. A Frequent Mistake—Undoing an Assembly Line—Part 2
  48. A Frequent Mistake—Undoing an Assembly Line—Part 1
  49. The Evolution of Automotive Assembly Line—Part 2
  50. The Evolution of Automotive Assembly Line—Part 1
  51. The BMW Finger Line Layout
  52. Variable Takt at Fendt in Marktoberdorf—Part 3
  53. Variable Takt at Fendt in Marktoberdorf—Part 2
  54. Variable Takt at Fendt in Marktoberdorf—Part 1
  55. Using Empty Slots on the Assembly Line
  56. The Two Directions of Poka Yoke
  57. Different Aspects of Seeing a Shop Floor—Data
  58. Different Aspects of Seeing a Shop Floor—Gemba vs. Data
  59. Different Aspects of Seeing a Shop Floor—Unevenness, Overburden, and Safety
  60. Different Aspects of Seeing a Shop Floor—Visual Management, 5S, and Waste
  61. Different Aspects of Seeing a Shop Floor—Introduction
  62. Luxury Car Assembly at Audi and Daimler
  63. How to Pace Your Assembly Line
  64. Keep Calm and Stop the Line—Part 2
  65. Keep Calm and Stop the Line—Part 1
  66. Toyota Practical Problem Solving (PPS)—Monitor and Share
  67. Toyota Practical Problem Solving (PPS)—Countermeasures and Implement
  68. Toyota Practical Problem Solving (PPS)—Targets and Root Causes
  69. Toyota Practical Problem Solving (PPS)—Clarify
  70. Toyota Practical Problem Solving (PPS)—Introduction
  71. What Exactly Is Overburden (Muri)?
  72. Lessons Learned from the Toyota KPI Dashboard for Your Own Dashboard
  73. The Toyota KPI Dashboard—Production Plan
  74. The Toyota KPI Dashboard—Human Resources
  75. The Toyota KPI Dashboard—Cost
  76. The Toyota KPI Dashboard—Productivity
  77. The Toyota KPI Dashboard—Quality
  78. The Toyota KPI Dashboard—Safety
  79. The Toyota KPI Dashboard—Overview
  80. Dos and Do Nots for KPIs
  81. Ramp-Up and Ramp-Down of Production
  82. Preparation for Ramp Up and Down of Production
  83. Happy 10th Birthday, AllAboutLean.com
  84. When to Use Standards…and When Not
  85. Different Ways to Do Kaizen
  86. The Soft Power of the Toyota Production System—Yokoten, Nemawashi, and More
  87. Continuously Moving Assembly Line—Speed Limitations
  88. Continuously Moving Assembly Line—Special Situations
  89. Continuously Moving Assembly Line—How to Do Line Balancing
  90. Continuously Moving Assembly Line—Speed, Work Content, and Length
  91. The Particularities of Continuously Moving Assembly Lines
  92. How to Do Make-or-Buy
  93. Make or Buy: How Not to Do It
  94. Flexible Multi-Model Assembly Line at Toyota
  95. Training Within Industry—Second-Line Supervisor Job Instructions
  96. Real vs. Planned Data in Pull Systems
  97. The Difference between the Toyota Production System and Lean Manufacturing
  98. KUKA FAMULUS Turns 50—The First Modern Industrial Robot
  99. When to Use a Milk Run
  100. Stack Lights—Visual Management Done Easy
  101. SMED 2.0—A Changeover for the Changeover
  102. The Danger of Management by Numbers
  103. Making the Problem go Away Is NOT Improvement
  104. On the Team Structure at Toyota
  105. Adding Another Axis to the Qualification Matrix—Products
  106. How to Use a Qualification Matrix
  107. How to Establish a Qualification Matrix
  108. On the Benefits of Putting Your Processes Close Together
  109. Steps Toward One-Piece Flow
  110. Akio Toyoda Steps Down as Toyota CEO
  111. What Are the Advantages of One-Piece Flow?
  112. The Impact of ChatGPT on the Future of Work
  113. The Limits of Work Standards
  114. What’s Buzzing?—Vibration Sensors in Industry
  115. The Difficulties of Dazzling Digital Shop Floor Dashboards
  116. Toyota’s New Type of Flexible Assembly Lines—Takaoka Line #2
  117. Omotenashi in Product Design
  118. The Van of Nerds in France—Trains and Cars
  119. The Van of Nerds in France—Internal Logistics in Well Exploration and Military Products
  120. The Van of Nerds in France—Aircraft Engines and Parts
  121. The Van of Nerds in France—Research Laboratories
  122. The Van of Nerds in France—Overview and Aircrafts
  123. Toyota’s Master Craftsmen: Takumi
  124. What Is Ikigai?
  125. How to Reduce Part Variants
  126. How to Reduce Product Variants
  127. How to Reduce Your Lot Size Part 3—Customer, Machine, Leveling, and Tradition
  128. How to Reduce Your Lot Size Part 2—Changeover, Container, and Shipments
  129. How to Reduce Your Lot Size Part 1—Introduction
  130. Why FIFO: The Benefits of First In, First Out
  131. What Should Be Your Target OEE?
  132. Should You Split Your Production System into Two?
  133. This is NOT Lean: Lean Staffing
  134. 250 Years of the Cromford Cotton Mill – Start of the Industrial Revolution
  135. Happy 9th Birthday, AllAboutLean.com
  136. Examples of Job Shop to Flow Shop Conversions
  137. Manufacturing in a War Zone – Part 2
  138. Manufacturing in a War Zone – Part 1
  139. What is One-Piece Flow?
  140. What Is Flow?
  141. How IKEA Uses Drones for Inventory Management
  142. Drones in Manufacturing
  143. The 6R Goals of Lean Manufacturing
  144. How to Look Good at the Cost of Your Successor (Please Don’t!)–Part 3
  145. How to Look Good at the Cost of Your Successor (Please Don’t!)–Part 2
  146. How to Look Good at the Cost of Your Successor (Please Don’t!)–Part 1
  147. Virtual Reality Factory for Training and Teaching
  148. Where to Start Your Kaizen?
  149. The Modern Way to Buy Screws
  150. The Problem of Industry 4.0: Data! – Part 2
  151. The Problem of Industry 4.0: Data! – Part 1
  152. Evolution of Process Placement at Toyota – Part 2
  153. Evolution of Process Placement at Toyota – Part 1
  154. Material Flow and Traffic Flow – An Analogy
  155. 250 Years after the Birth of Eli Terry
  156. On Standard Tools and Standard Solutions…
  157. 50 Years of SAP–Blessing or a Curse?
  158. How Managers Drove Boeing into the Ground…
  159. A Few More Turns on the Changeover Wheel – Part 5: Frequently Asked Questions
  160. A Few More Turns on the Changeover Wheel – Part 4: Options for Prioritizing
  161. A Few More Turns on the Changeover Wheel – Part 3: Prioritizing Jobs
  162. A Few More Turns on the Changeover Wheel – Part 2: Improving the Sequence
  163. A Few More Turns on the Changeover Wheel – Part 1: Creating a Sequence
  164. AI in Manufacturing: Hype or Helpful?
  165. What Percentage Value Add to Expect for Manual Work?
  166. How to Estimate Value Add for Manual Work – How to See Waste!
  167. On Workplace Safety
  168. Alec Baldwin and Workplace Safety
  169. 50 Years after the Death of Lillian Evelyn Gilbreth
  170. Changeover Sequencing under Duress: Problems with Make and Deliver
  171. Changeover Sequencing under Duress: Problems with Source
  172. The Benefits of Mass Production
  173. Make-to-Order vs Make-to-Stock: Additional Decision Factors
  174. Make-to-Order vs Make-to-Stock: The ABC XYZ Analysis
  175. When to Produce Make-to-Order, When Make-to-Stock?
  176. Replenishment Time Stability for Changeover Sequencing
  177. How to Prioritize in Changeover Sequencing
  178. Can You Plan Around Your Fluctuations?
  179. The Boss Knows Best … or Does He?
  180. Military Leadership and Disobedience
  181. Ten Years of Industry 4.0-Quo Vadis?
  182. Work Improvement before Equipment Improvement
  183. How to Convince Your People to Do a Lean Transformation
  184. About the Value of Disagreement for Leadership
  185. About Just in Time and Fluctuations (Like… a Pandemic…)
  186. Standards Part 9: Leader Standard Work
  187. Happy 8th Birthday AllAboutLean.com
  188. Standards Part 8: Example for a Work Standard
  189. Standards Part 7: How to Write a Work Standard
  190. Standards Part 6: Standardized Work
  191. Standards Part 5: How to Use and Improve a Standard
  192. Standards Part 4: How to Write a Standard (Continued)
  193. Standards Part 3: How to Write a Standard
  194. Standards Part 2: Why and Where to Do Standards
  195. Standards Part 1: What Are Standards?
  196. How Much to Adjust the Pull Inventory Limit
  197. Behavior of a Kanban Supermarket
  198. Performance Comparison of Job Shop and Flow Shop
  199. What Different Pull Systems Can Be Combined?
  200. Which Pull System Is Right for You?
  201. What Are the Criteria to Decide on a Pull System?
  202. The Different Ways to Establish Pull Production
  203. Pull: A Way Forward for Supply Chains – Guest Post by John Shook
  204. An Alternative Structure for Total Productive Maintenance
  205. How to Do Reactive Maintenance
  206. The Pillars of TPM – The Missing Pillar Reactive Maintenance?
  207. The Pillars of TPM – Quality, Training, Administration, and Safety
  208. The Pillars of TPM – Early Equipment Management
  209. The Pillars of TPM – Planned Maintenance
  210. The Pillars of TPM – Autonomous Maintenance
  211. The Pillars of TPM – Focused Improvement
  212. An Overview of the Eight Pillars of Total Productive Maintenance
  213. What Are the Goals of Maintenance?
  214. A Brief History of Maintenance
  215. What Is a Good Minimum for the Supermarket?
  216. How to Use a Minimum in a Supermarket
  217. Manufacturing Drives Prosperity
  218. Respect for People – It’s Difficult…
  219. Respect for People – Why and How
  220. Respect for People – Introduction
  221. Reducing Lead Time 4 – Development
  222. Reducing Lead Time 3 – Throughput and Lot Size
  223. Reducing Lead Time 2 – Fluctuations and Utilization
  224. Reducing Lead Time 1 – Inventory
  225. What Is True North in Lean?
  226. The Baton Touch Flow Line
  227. How to Learn Lean
  228. The Impact of Brexit on Supply Chains
  229. Reducing Fluctuations Downstream
  230. Reducing Fluctuations on Your Shop Floor
  231. Reducing Fluctuations Upstream
  232. Structure for Reducing Fluctuations
  233. Why Are Fluctuations So Bad?
  234. How to Roll Out a Lean Transformation
  235. Key Points for a Lean Transformation
  236. How NOT to Do a Lean Transformation – A Case Study of GM
  237. How to Do a Lean Transformation – The Toyota Approach
  238. When NOT to Balance a Line
  239. Happy 7th Birthday AllAboutLean.com
  240. Toyota’s Six Rules for Kanban
  241. How the Corona Virus affects Logistics
  242. On the Safety of Workers During Corona – Part 2
  243. On the Safety of Workers During Corona – Part 1
  244. Design for X
  245. Design for Assembly Questions – Part 3
  246. Design for Assembly Questions – Part 2
  247. Design for Assembly Questions – Part 1
  248. Design for Manufacturing Questions
  249. Design for Manufacturing and Assembly Workshop Preparation
  250. Design for Manufacturing and Assembly Basics
  251. How to Convert a Job Shop into a Flow Shop – Part 2
  252. How to Convert a Job Shop into a Flow Shop – Part 1
  253. Why Are Job Shops Always Such a Chaotic Mess? Part 2
  254. Why Are Job Shops Always Such a Chaotic Mess? Part 1
  255. How to Conduct a Shop Floor Meeting
  256. How to Set Up a Shop Floor Meeting – Part 2
  257. How to Set Up a Shop Floor Meeting – Part 1
  258. When NOT to Pull!
  259. American Factory – Documentary of a Chinese Automotive Factory in the USA
  260. Fictional Movie on US-Japan Automotive Culture Clash – Gung Ho
  261. The Amazon Robotics Family: Kiva, Pegasus, Xanthus, and more…
  262. Amazon Kiva Storage Strategies
  263. Where Is All the Toilet Paper? Don’t Worry, It Is coming!
  264. Storage Strategies – Mixed Systems and Review
  265. Storage Strategies – Random Chaotic and ABC
  266. Storage Strategies – Fixed Location
  267. Storage Strategies – Even More Stacking Options
  268. Storage Strategies – Stacking Options
  269. Flexible Manpower Lines 4 – How-To do Flexible Manpower Lines
  270. Flexible Manpower Lines 3 – Example Line
  271. Flexible Manpower Lines 2 – Alternatives and Example
  272. Flexible Manpower Lines 1 – Introduction
  273. What Is Kaizen?
  274. 225th Anniversary of the Death of Josiah Wedgwood – Father of Science in Manufacturing
  275. 115 Years after the Birth of Joseph Juran
  276. When and How to Use Extra Kanban
  277. More Reasons for Working Less
  278. One Up One Down – Approach to Manage Manual Production Lines
  279. The Inner Workings of Amazon Fulfillment Centers – Part 6
  280. The Inner Workings of Amazon Fulfillment Centers – Part 5
  281. The Inner Workings of Amazon Fulfillment Centers – Part 4
  282. The Inner Workings of Amazon Fulfillment Centers – Part 3
  283. The Inner Workings of Amazon Fulfillment Centers – Part 2
  284. The Inner Workings of Amazon Fulfillment Centers – Part 1
  285. Industry 4.0 Tour in Germany – A Van Full of Nerds – Presentations and Tryouts
  286. Industry 4.0 Tour in Germany – A Van Full of Nerds – Kärcher and Siemens
  287. Industry 4.0 Tour in Germany – A Van Full of Nerds – Bosch Reutlingen Wafer Fab
  288. Industry 4.0 Tour in Germany – A Van Full of Nerds – Trumpf Gerlingen
  289. Industry 4.0 Tour in Germany – A Van Full of Nerds – ABB Stotz-Kontakt
  290. Industry 4.0 Tour in Germany – A Van Full of Nerds – Overview and Audi
  291. Happy 6th Birthday, AllAboutLean.com
  292. Cardboard Engineering – Alternatives
  293. Cardboard Engineering – Workshop
  294. Cardboard Engineering – Preparation
  295. Mixed Model Sequencing – Summary
  296. Mixed Model Sequencing – Complex Example Verification
  297. Mixed Model Sequencing – Complex Example Sequencing 2
  298. Mixed Model Sequencing – Complex Example Sequencing 1
  299. Mixed Model Sequencing – Complex Example Data Basis
  300. Mixed Model Sequencing – Complex Example Introduction
  301. Mixed Model Sequencing – Basic Example Sequencing
  302. Mixed Model Sequencing – Basic Example Workload and Buffering
  303. Mixed Model Sequencing – Basic Example Introduction
  304. Mixed Model Sequencing – Adjust Capacity
  305. Mixed Model Sequencing – Just Make the Problem Go Away
  306. Mixed Model Sequencing – Introduction
  307. On Adjusting Supervisor Workload
  308. On the Span of Control
  309. Diseconomies of Scale
  310. Relation between Quantity and Cost in Manufacturing
  311. Maintaining Weak FIFO in Parallel FIFO Lanes
  312. Maintaining Strong FIFO in Parallel FIFO Lanes
  313. The Power of Six: Time and Money for Parts of Your Value Stream
  314. The Power of Six: Relation between Time and Money in Manufacturing
  315. 150 Years after the Birth of Albert Kahn
  316. The Toyoda Model G Loom (with Videos)
  317. Production Control with COBACABANA
  318. Production Sequences: FCFS, EDD, and Others
  319. Delivery Sequences: FIFO, LIFO, and Others
  320. How to Make CONWIP Loops
  321. Should You Use Physical or Digital Kanban Cards?
  322. Hoshin Kanri and the Kanri Noryoku Program: Rejuvenating Toyota
  323. Hoshin Kanri – Part 4: The X-Matrix?
  324. Hoshin Kanri – Part 3: Hierarchical Hoshins
  325. Hoshin Kanri – Part 2: PDCA
  326. Hoshin Kanri – Part 1: The To-Do List
  327. How Cheap Can You Make it?
  328. 25 Years after W. Edwards Deming
  329. Point-of-Use Provider Routing
  330. Point-of-Use Provider Calculations
  331. Introduction to Point-of-Use Providers (or Mizusumashi)
  332. Lean Construction
  333. Example of Problem Solving – Japanese Men’s Relay Team Rio 2016
  334. A Good Standard Needs No Explanation
  335. External Milk Runs
  336. Frequently Asked Questions for Milk Runs
  337. Milk Run Layout
  338. Calculating the Material for Your Milk Run
  339. Milk Run Basics
  340. Introduction to Milk Runs
  341. Just in Time at Hyundai Mobis in Korea
  342. Toyota Kata
  343. Happy 5th Birthday AllAboutLean.com
  344. Calculating the Number of POLCA Cards
  345. Advantages and Disadvantages of POLCA
  346. What Is POLCA?
  347. Lean and Industry 4.0
  348. Examples of Jidoka
  349. The Philosophy and Practicality of Jidoka
  350. What Exactly Is Jidoka?
  351. All About 5 Why
  352. Toyota Standard Work – Part 3: Standard Work Layout
  353. Toyota Standard Work – Part 2: Standard Work Combination Table
  354. Toyota Standard Work – Part 1: Production Capacity
  355. Disabled Employees in Manufacturing – Omron Taiyo in Japan – Part 2
  356. Disabled Employees in Manufacturing – Omron Taiyo in Japan – Part 1
  357. My Workshop Structure for Creative Problem Solving
  358. Creative Provocation, Reverse Brainstorming, and Analogy
  359. Fishbone Diagrams and Mind Maps
  360. How to Do Brainstorming
  361. Leading with Confidence
  362. Effect of Prioritization on Waiting Times
  363. The Grand Tour of Japanese Automotive – Subaru
  364. The Grand Tour of Japanese Automotive – Suzuki
  365. The Grand Tour of Japanese Automotive – Mazda
  366. The Grand Tour of Japanese Automotive – Mitsubishi
  367. The Grand Tour of Japanese Automotive – Honda Kumamoto
  368. The Grand Tour of Japanese Automotive – Honda Sayama
  369. The Grand Tour of Japanese Automotive – Nissan
  370. The Grand Tour of Japanese Automotive – Overview and Toyota
  371. Continued Evolution of the Toyota Assembly Line
  372. More on TWI Programs
  373. JM: Training within Industry – Job Methods
  374. JR: Training within Industry – Job Relations
  375. JI: Training within Industry – Job Instructions
  376. Training within Industry – TWI – Oldies but Goldies
  377. Heroes, Firefighting, and Corporate Culture
  378. The Dark Side of Japanese Working Society
  379. The Toyota Employee Evaluation System
  380. Anatomy of the Toyota Kanban
  381. Monozukuri – Japanese Work Ethics
  382. A Small Dice Game for the Kingman Formula
  383. Twelve Ways to Create Space around Your Assembly – Part 2
  384. Twelve Ways to Create Space around Your Assembly – Part 1
  385. Structured Approach to Material Supply for Assembly – Part 2
  386. Structured Approach to Material Supply for Assembly – Part 1
  387. The Challenges of Material Supply for Assembly
  388. Karakuri Kaizen Examples
  389. Fundamentals of Karakuri Kaizen
  390. Introduction to Karakuri Kaizen
  391. Industry 4.0 – What Works, What Doesn’t
  392. How to Deal With Long Delivery Times
  393. The Kingman Formula – Variation, Utilization, and Lead Time
  394. Ship to Line
  395. Happy 4th Birthday AllAboutLean.com
  396. Just in Sequence Part 3 – What Can Go Wrong
  397. Just in Sequence Part 2 – How to Do It
  398. Just in Sequence Part 1 – What Is It?
  399. Different Ways to Establish a Pull System – Part 2
  400. Different Ways to Establish a Pull System – Part 1
  401. How to See Visual Management
  402. Employee Motivation and Lean Implementation – Part 4: Respect for People
  403. Employee Motivation and Lean Implementation – Part 3: Lack of Respect
  404. Employee Motivation and Lean Implementation – Part 2: Money
  405. Employee Motivation and Lean Implementation – Part 1: Carrot and Stick
  406. Changeover Sequencing – Part 2
  407. Changeover Sequencing – Part 1
  408. On Running Changeovers
  409. The Phases of a Changeover
  410. What to Do with SMED: Reduce Lot Size or Increase Work Time?
  411. Where Lean Went Wrong – A Historical Perspective
  412. Strategies for Mass Customization
  413. Material Flow in the Arsenal of Venice 1797
  414. The Arsenal of Venice
  415. Pacing of Flow Lines 2 – Continuously Moving Line
  416. Pacing of Flow Lines 1 – Unstructured and Pulse Line
  417. Lean Is Tough – The Phases of a Lean Transformation
  418. Organize Your Production Sequence – 3: Flow Shop
  419. Organize Your Production Sequence – 2: Job Shop
  420. Organize Your Production Sequence – 1: Project Shop
  421. The Lean Mindset – Te & Kaffi in Iceland
  422. Lean Tales in Japan: The Japanese Supermarket Checkout
  423. The Lean Rabbit Chase in a U-Line
  424. 150th Anniversary of the Birth of Sakichi Toyoda
  425. The Chaku Chaku Line
  426. How to Determine Your Lot Size – Part 3
  427. How to Determine Your Lot Size – Part 2
  428. How to Determine Your Lot Size – Part 1
  429. The Lean Bucket Brigade – Part 2: Details and Caveats
  430. The Lean Bucket Brigade – Part 1: Overview
  431. Dealing with Uncertainty
  432. How to Ramp Up a Kanban System – Part 2: The Switch
  433. How to Ramp Up a Kanban System – Part 1: Preparation
  434. Kanban Card Design
  435. Interview on the David Pakman Show on the Future of Manufacturing
  436. Line Layout Strategies – Part 3: Merging
  437. Line Layout Strategies – Part 2: I-, U-, S-, and L-Lines
  438. Line Layout Strategies – Part 1: The Big Picture
  439. Loss of Material: Theft!
  440. Reddit: I am Chris Roser, a professor studying the past, present, and future of manufacturing, and just published my first book. AMA!
  441. Toyota’s and Denso’s Relentless Quest for Lot Size One
  442. “Lean Standard” ISO 18404 – A Questionable Idea …
  443. Volkswagen Supplier Relations Failure
  444. Can you tell your Bottleneck from your Inventory?
  445. The Many Different Flavors of the OEE
  446. Happy 3rd Birthday AllAboutLean.com
  447. The History of Manufacturing – Part 4: Toyota and Lean
  448. The History of Manufacturing – Part 3: Luddism to Henry Ford
  449. The History of Manufacturing – Part 2: Middle Ages to Industrial Revolution
  450. The History of Manufacturing – Part 1: Prehistory to Antiquity
  451. Good and Bad Ways to Calculate the OEE
  452. How to Prioritize Your Work Orders – Prioritization of Made to Order
  453. How to Prioritize Your Work Orders – Prioritization of Made to Stock
  454. How to Prioritize Your Work Orders – The VIP Lane
  455. How to Prioritize Your Work Orders – Basics
  456. How to Make “Just in Time” Work – Part 2
  457. How to Make “Just in Time” Work – Part 1
  458. What Is “Just in Time”?
  459. Tales from Japan – Lean in the Japanese Public Toilet
  460. How Product Variants Influence Your Inventory
  461. The Relation between Inventory, Customer Takt, and Replenishment Time
  462. Using Lots of Effort and Money to Demotivate Your People
  463. The Curious Case of 100% Work Performance
  464. How Operators Hide the True Workload
  465. The Many Flavors of the PDCA
  466. Common Mistakes with the PDCA (and Some History)
  467. The Key to Lean – Plan, Do, Check, Act!
  468. Supermarket vs. FiFo – What Requires Less Inventory?
  469. The A3 Report – Part 3: Limitations and Common Mistakes
  470. The A3 Report – Part 2: Content
  471. The A3 Report – Part 1: Basics
  472. On the Benefits of a Pencil in Lean
  473. Visit the Shop Floor or Your People Will Fool You! – Genchi Genbutsu
  474. Line Balancing Part 6 – Tips and Tricks for Balancing
  475. Line Balancing Part 5 – Balancing Using Paper
  476. Line Balancing Part 4 – OEE Usage and Flexibility
  477. Line Balancing Part 3 – OEE Caveats
  478. Line Balancing Part 2 – Duration of Tasks
  479. Line Balancing Part 1 – Data Overview
  480. The Challenges of Lean Administration
  481. The Problems of Cost Accounting with Lean
  482. Taiichi Ohno’s Chalk Circle
  483. A Critical Look at Industry 4.0
  484. Lean for Refugees
  485. How to Reduce Your Inventory
  486. Why Do We Have Inventory?
  487. American Automotive Market Strategy of Toyota and Others
  488. What Is Your Production Capacity?
  489. How to Use an Andon – and How Not To
  490. All About Andon
  491. The Three Fundamental Ways to Decouple Fluctuations
  492. Pay Attention to Details – Operator Training at Toyota and Scania
  493. Cycle Times for Manual Processes
  494. How to Measure Cycle Times – Part 2
  495. How to Measure Cycle Times – Part 1
  496. Pitfalls of Takt Times
  497. How to determine Takt Times
  498. On the Different Ways to Measure Production Speed
  499. All About Swim Lane Diagrams
  500. Happy 2nd Birthday AllAboutLean.com
  501. All About Spaghetti Diagrams
  502. Practical Tips for Value Stream Mapping
  503. Basics of Value Stream Maps
  504. Overview of Value Stream Mapping Symbols
  505. When to Do Value Stream Maps (and When Not!)
  506. Bubble Diagrams to Visualize Material Flow
  507. Visualize Your System – Overview of Diagrams in Manufacturing
  508. 230 Years of Interchangeable Parts – A Brief History
  509. A Eulogy for Little’s Law
  510. Theory and Practice of Supermarkets – Part 2
  511. Theory and Practice of Supermarkets – Part 1
  512. Why Pull Is So Great!
  513. The (True) Difference Between Push and Pull
  514. Twenty-five Years after Ohno – A Look Back
  515. How to Find a Good Lean Consultant
  516. Definition of Lean Production
  517. How to Make 5S Stick
  518. How 5S Works
  519. Muda, Mura, Muri: The Three Evils of Manufacturing
  520. More On Cuba’s Planned Economy: Cuban Industry
  521. Lies, Damned Lies, and KPI – Part 3: Countermeasures
  522. Lies, Damned Lies, and KPI – Part 2: Effects of Fudging
  523. 100th Anniversary of the Death of Frederick Winslow Taylor, the Father of Modern Scientific Management
  524. Lies, Damned Lies, and KPI – Part 1: Examples of Fudging
  525. The Seven Types of Waste (Muda) – Now with 24 More Types of Waste Absolutely Free!
  526. How a Planned Economy Can Screw Up an Entire Country – Analogy between Cuba’s Communist Economy and Push Systems
  527. Benefits and Flaws of CONWIP in Comparison to Kanban
  528. Frequently Asked Questions on CONWIP Systems – Part 2
  529. Frequently Asked Questions on CONWIP Systems – Part 1
  530. Basics of CONWIP Systems (Constant Work in Progress)
  531. Shop Floor Etiquette – Part 2
  532. Shop Floor Etiquette – Part 1
  533. Introduction to One-Piece Flow Leveling – Part 2 Implementation
  534. Introduction to One-Piece Flow Leveling – Part 1 Theory
  535. The Folly of EPEI Leveling in Practice – Part 2
  536. The Folly of EPEI Leveling in Practice – Part 1
  537. Theory of Every Part Every Interval (EPEI) Leveling & Heijunka
  538. An Introduction to Capacity Leveling
  539. Why Leveling (Heijunka) is important
  540. A Critical Look at Goldratt’s Drum-Buffer-Rope Method
  541. Bottleneck Management Part 3 – Bottleneck Decoupling and Capacity Improvement
  542. Bottleneck Management Part 2 – Improve Bottleneck Planning
  543. Bottleneck Management Part 1 – Introduction and Utilization
  544. Common Mistakes of Top Executives – A look at “Undercover Boss”
  545. Top Five Cases When NOT to Use a FiFo
  546. Eight Rules for Total Gridlock in the Organization (Video)
  547. A Successful Example of Lean Implementation – Trumpf and its Synchro Manufacturing System (Part 2)
  548. A Successful Example of Lean Implementation – Trumpf and its Synchro Manufacturing System (Part 1)
  549. The Advantage of Handwritten Data on the Shop Floor
  550. The FiFo Calculator – Determining the Size of your Buffers
  551. Visual Management during World War II – A Visit to the Lascaris War Rooms in Malta
  552. Happy 1st Birthday AllAboutLean.com
  553. Determining the Size of Your FiFo Lane – The FiFo Formula
  554. Theory and Practice on FiFo Lanes – How Does FiFo Work in Lean Manufacturing?
  555. Corporate Culture on Quality Starts at the Top – A Small Anecdote on Organizational Blindness
  556. Facing Change in Modern Manufacturing Systems – The Difference between Flexible, Agile, Reconfigurable, Robust, and Adaptable Manufacturing Systems
  557. The Hidden and not-so-hidden costs of Inventory
  558. Manufacturing – A key stepping stone on the Road to Prosperity
  559. The Bottleneck Walk – Practical Bottleneck Detection Part 2
  560. The Bottleneck Walk – Practical Bottleneck Detection Part 1
  561. Mathematically Accurate Bottleneck Detection 1 – The Average Active Period Method
  562. Mathematically Accurate Bottleneck Detection 2 – The Active Period Method
  563. Common Bottleneck Detection Methods that do NOT work!
  564. About Shifting Bottlenecks
  565. Culture of Quality – A Comparison of Toyota and GM Recalls
  566. Toyota Employee Relationship Crisis and Countermeasures 1990’s
  567. How Many Kanbans? – Estimation Approach and Maintenance
  568. How Many Kanbans? – The Kanban Formula, Part 2
  569. How Many Kanbans? – The Kanban Formula, Part 1
  570. Cost of Complexity
  571. The Problem of Losing Kanban – Different Kanban Types
  572. The Difference Between Lean and Six Sigma
  573. A Lean Obituary for Maybach – A Cautionary Tale About Cost of Complexity
  574. How to Manage Your Lean Projects – Prioritize
  575. How to Manage Your Lean Projects – Number of Active Projects
  576. How a Little Bit of Industrial Espionage Started the Industrial Revolution
  577. SMED – Creative Quick Changeover Exercises and Training
  578. The History of Quick Changeover (SMED)
  579. Quick Changeover Basics – SMED
  580. Poka Yoke Training – Simple Mistake Proofing Game
  581. Dress for Success in Lean Manufacturing
  582. On the Lean Guru Shigeo Shingo
  583. Evolution of Toyota Assembly Line Layout – A Visit to the Motomachi Plant
  584. Lean is Zero Defects? – I don’t think so!
  585. Consistency at Toyota – The Board of Directors of the Toyota Motor Company
  586. Japanese Standard Pointing and Calling (Video)
  587. Value Stream Mapping – Why to Start at the Customer Side
  588. Simple Triangle Kanban System for Office Supplies
  589. Ten Rules When to Use a FIFO, When a Supermarket – The Rules
  590. Ten Rules When to Use a FIFO, When a Supermarket – Introduction
  591. Hell is Other People – Workplace Conflict between Managers and the Managed
  592. Internal Threat to the Toyota Production System Due to New Hiring Practices
  593. Extended Lean Tool Kit for Shop Floor Improvement Projects
  594. The Tale of Taylor and Gilbreth
  595. Know Your Priorities!
  596. Seven Gadgets for the Basic Lean Toolkit
  597. Lean Shop Floor Checklist – Top 4 KPI to Watch in the Factory
  598. Japanese Multidimensional Problem Solving
  599. Lean Where You Least Expect It – Toilet Paper Origami
  600. How to Misguide Your Visitor – or What Not to Pay Attention to During a Plant Visit!
  601. Make Your Plant Tour a Success!
  602. Visit to Euromold for the Latest in 3D Printing
  603. Ancient Roman Management Techniques
  604. What the OEE is Good for … and What it’s Not
  605. Top Three Methods on how to Fudge Your OEE
  606. How to Measure OEE
  607. What is OEE? – Definition of OEE
  608. New Professor, New Blog

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