Having a flexible manpower line is a good way to adjust the production capacity to changing demand while still keeping your system leveled. In this second post in my series on flexible manpower lines, I give you some alternatives before going into more details of an example line that we will set up for different numbers of operators in the next few posts. Continue reading Flexible Manpower Lines 2 – Alternatives and Example
Production lines with manual labor often have the possibility of adjusting manpower due to demand. Such flexible manpower lines can work with different staff numbers, and can adjust the production output to the customer demand. At Toyota, such lines are also called Shoujinka (少人化, literally “few people production”). A gender neutral term would be “flexible staffing line”. This blog post will go into the details on how to set up such a line. Continue reading Flexible Manpower Lines 1 – Introduction
If you are in lean, you surely have heard of kaizen, and its English translation, continuous improvement process (CIP). It is one of the fundamental parts of lean. Kaizen generally means to improve, and in lean in particular, it means to continue improving forever. Pretty much all companies that haven’t gone bankrupt do this, often without using the word kaizen. You need to continuously improve in order to survive the harsh realities of competition. Continue reading What Is Kaizen?
Kanban (and pull systems in general) are a beautiful way to manage production. While the number of kanban cards should be verified periodically, for certain situations, however, it may be sensible to have additional kanban prepared. These extra kanban are added to the system on short notice to alleviate symptoms of other problems. However, please do not see this as a new and cool additional feature to your kanban system. Instead, if you have to use extra kanban, then something is going wrong. Such extra kanban are only an emergency fix and do not solve the underlying problem. Still, in some cases you do need an emergency fix. Let me explain: Continue reading When and How to Use Extra Kanban
Cardboard Engineering is a quick way to try out different configurations in reality. As the name says, this is done using cardboard. However, there are a few alternatives. Let me show you a portfolio of different ways to make cardboard models with (not only) cardboard, from ultra-cheap to very fancy. Please note that the fancier methods are usually not so well suited for layout optimization, but more for workstation optimization. Continue reading Cardboard Engineering – Alternatives
In my last post I talked about what you need for Cardboard Engineering. In this post I will show you how to do a Cardboard Engineering workshop. Spoiler: Keep in mind that the goal is not to just put something together but to try out different options (and I will repeat this a few times in this post). It is very easy to have fun with cardboard while learning very little about the problem you want to investigate! Continue reading Cardboard Engineering – Workshop
Cardboard Engineering (CBE, sometimes also Cardboard Modeling) is in general the building of models from cardboard. These models are usually quick and inexpensive to build, but often not very durable. In lean manufacturing, these cardboard models are often workstations or entire assembly lines to test different concepts before building the whole thing in more expensive and time-consuming aluminum and steel. This allows faster and easier experimentation with different concepts to improve your production system. Continue reading Cardboard Engineering – Preparation
Mixed Model Sequencing to manage different product types with different work content is tricky. This is now the twelfth post of this series. I knew it would be long, but I never guessed that it would be that many posts. This is almost a book (and will probably be part of a book in the future 🙂 ). Continue reading Mixed Model Sequencing – Summary