All postst related to the history of lean, management, manufacturing, and any other topic covered in this blog.
Today 230 years ago on July 8, 1785, Honoré Blanc demonstrated the first large scale interchangeability of complex mechanical parts in the courtyard of the Château de Vincennes by disassembling musket locks, mixing the parts, and assembling them again. While it took another 150 years for the idea to take hold firmly in industry, it all started here with 50 muskets. Time for a look back in history.
Twenty-five years ago today, on May 28, 1990, Taiichi Ohno passed away. While he was not the only person behind the Toyota Production System, he was its key driver and is considered the father of the Toyota Production System. To commemorate the anniversary, let’s have a look back at his life, and also at how lean changed after he passed away.
To produce only what is needed, when it is needed and in the amount needed. (Taiichi Ohno)
In its never-ending quest to improve its production, Toyota has identified the three evils of any manufacturing system: waste (muda), unevenness (mura), and overburden (muri). In this post I will explain the concepts behind these three banes of manufacturing.
A few weeks ago I wrote an article on the Cuban economy, focusing on commerce (See How a Planned Economy Can Screw Up an Entire Country – Analogy between Cuba’s Communist Economy and Push Systems). On the same visit I not only saw supermarkets, but I also had a look at industry. Unfortunately there are no visitors allowed in their government factories. Nevertheless, I was able to catch some glimpses of different industries.
It was exactly 100 years ago today that Frederick Winslow Taylor died. He is considered the father of modern scientific management, the first management consultant, president of the ASME, and the first management guru. He invented and patented the first modern tool steel, designed new golf clubs, and optimized the growing of grass. He could swear like few others, but he also won the US Open tennis championships.
His work was already controversial when he died, but nobody doubts the enormous legacy he has left for industry. Without his achievements, there would be no modern manufacturing.
One popular and well-known concept of the Toyota Production System is the elimination of waste, in Japanese also called muda (無駄). It is one of the three evils of manufacturing systems, the others being unevenness (mura, 斑) and overburden (muri, 無理). In this post I would like to go through the details of waste with you. This includes the traditional seven types of waste – of which I am a big fan. For completeness sake I also included a lot more types of waste I have come across in industry. However, you have to decide yourself if these additional wastes are not themselves a waste.
Over Christmas I escaped the cold weather in Germany and relaxed on the warm beaches in Cuba. Of course, being a lean expert, I was also interested in the Cuban economy. As a communist economy (or more precisely, a socialist economy), it is based on centralized planning. In comparison, the capitalist system of the US (and most of the rest of the world) leaves most business decisions to individual entrepreneurs. This is somewhat similar to push and pull in manufacturing. Push systems also rely on centralized planning, while pull systems have their signal from inside the system to match the customer demand. As capitalism outperforms communism, pull usually outperforms push. Hence, in this post I would like to show you the shenanigans that happen in Cuba due to the effects of centralized planning. Warning: Lots of images ahead!
For larger improvement projects with a dedicated project team, there is frequently a “war room,” a conference room where all the project-related information and performance measures are kept. The name sounds cool and gives a certain air of focus to the project.
The name, however, comes from war rooms for real wars. Recently I had the chance to visit the Lascaris War Rooms in Malta, where I was able to see many tools and practices that are still common nowadays in manufacturing and project management.