You probably hate long drudging hours working in the office and feeling really worn out at the end of the day. Maybe you’re sitting in an office working right now (and of course your reading my blog means you are working 😉 ), knowing that you will be worn out at the end of the day. This post is especially for you, looking at work hours and productivity. The good news is: Less is more, but don’t overdo it! Continue reading More Reasons for Working Less
The economy of scale is well known. The larger a company gets, the more efficient it becomes. However, this trend does not go on indefinitely, and eventually turns into a diseconomy of scale. In this post I will look at the diseconomies of scale, and also the very related Parkinson’s Law. Continue reading Diseconomies of Scale
I was on a quest, a quest to find the cheapest ballpoint pen possible. And what I found was amazing. Modern manufacturing has achieved stunning productivity, where even a complex product like a ballpoint pen can be produced at costs that were unbelievable only a few decades ago. While everybody can make a pen, the goal in manufacturing is always to make it cheaper! For the same functionality, the customer will almost always go for the cheaper products. Let me show you the results of my quest. Continue reading How Cheap Can You Make it?
Changeover times and their reduction are popular topics in lean manufacturing. In this post I would like to introduce the idea of running changeovers for production lines. The idea behind it is simple, and probably many of you do it already. Nevertheless, I have found little info on it online. I also would like to go into more detail on the benefits of a running changeover in comparison to the alternatives. Continue reading On Running Changeovers
A changeover is changing the set-up of a process from one product to the next. Reducing changeover times is a common and popular way to decrease inventory or to increase available work time (see SMED). Ideally, the changeover time should be zero, allowing true one-piece flow. In reality, however, it is often not zero. This post looks in more detail at the different phases of a changeover to help you understand the process better and to reduce your changeover times. Continue reading The Phases of a Changeover
Chaku Chaku is a way to operate a semi-automated manufacturing line. One (or more) workers walk around the line, add parts to the processes, and then start the process. While the process works on the part automatically, the worker adds the next part to the next process, and so on. Continue reading The Chaku Chaku Line
In my last two posts (here 1 and here 2) I discussed line layouts, including the famous U-line. In the last post of this small series, I would like to wrap up the line layout discussions, looking at merging material flows and other things. Continue reading Line Layout Strategies – Part 3: Merging
The layout of a line can make quite a difference in the performance of your line. The U-line is most famous, although in my view while good it may not be the right thing for all situations. There is also the I-line, the S-line, and the U-line. In my last post I described some general thoughts on line design and took a look at the big picture. In this post I want to look at and compare actual line layouts, in particularly the I, U, S, and L layout. Let me give you an overview of the different options. Continue reading Line Layout Strategies – Part 2: I-, U-, S-, and L-Lines