Lean manufacturing pull systems use both FIFO lanes and supermarkets to manage the material and information flow. In my previous post we covered the basics about supermarket and FIFO lanes. Now we go into details about the ten rules when to use a supermarket instead of a FIFO.
It is generally accepted knowledge that a lean manufacturing pull system uses both FIFO lanes and supermarkets to manage the material and information flow. However, there are few guidelines on when to use a supermarket and when to use a FIFO lane. This post is the first of a two-part series that will give ten general rules of thumb for when to use a supermarket instead of a FIFO lane. The second post will go into more detail about the ten rules.
Throughout the history of industry, there has been a constant conflict between managers and subordinates. For some reason, we just don’t get along well with each other. Or, as philosopher Jean-Paul Sartre phrased it, “Hell is other people.” In fact, large advances in mechanization and automation were due to managers wanting to take power away from workers or to get rid of workers altogether.
Toyota with its Toyota Production System is the archetype of lean manufacturing, which also makes it to one of the most successful companies on earth. This success is due to outstanding cooperative management at Toyota; however, recent changes in hiring practices threaten the Toyota Production System.
Modern workplace management undoubtedly started with Frederick Winslow Taylor (1856–1915), who almost single-handedly created modern industrial management. He was the first to measure industrial work and apply the results to improve efficiency. Even so, efficiency was greatly improved by Frank and Lillian Gilbreth (1868–1924 and 1878–1972 respectively). Unfortunately, Frederick Taylor and Frank Gilbreth were at war with each other. This post looks into the history of how the conflict started, and how Lillian Gilbreth resolved the conflict after their deaths.
The concept of lean manufacturing originated on the shop floor at Toyota. Since then it has expanded into many other areas, including but not limited to lean healthcare, lean administration, lean logistics, lean services, lean hotel, lean military, lean banking, or any lean whatever topic. There is even a lean government, albeit I am somehow skeptical on that one. Even so, most practitioners of lean work in manufacturing. Hence it comes as no surprise that most lean efforts are focused on the shop floor. However, while there is usually much improvement potential on any given shop floor, it is not necessarily the area you most want to improve.
Lean happens on the shop floor. When working hands-on in manufacturing, there are a number of items that can help you. Throughout the years I have optimized a small lean toolkit that I bring with me for my everyday practical work. Here are seven gadgets that help me to do lean on the shop floor.