The principal barrier to elimination of waste (muda) from a factory or supply chain is generally not lack of a technical solution, but rather failure to recognize the waste in the first place. Henry Ford, Shigeo Shingo, and Taiichi Ohno all wrote that most waste hides in plain view because everybody takes it for granted as part of the job or the process. One of Ford's principal success secrets was his ability to recognize waste on sight, and to teach this skill to his entire workforce (as shown by the nature of employee-initiated lean improvements at his company). This Webinar will, through several real-world examples, teach the same principles to the attendee.
There are exactly four kinds of waste: (1) Waste of the time of people (motion inefficiency and waiting), (2) Waste of the time of things (cycle time), (3) Waste of materials, and (4) Waste of energy. This waste often hides in plain view because the workforce takes it for granted and, unlike scrap or rework, it is asymptomatic. That is, it causes no organizational 'pain' to initiate corrective action.
Henry Ford's ability to recognize these wastes on sight, and to teach this skill to his entire workforce, was directly responsible for his company's phenomenal success during the early 20th century.
The presentation's primary learning objective is, 'What would Henry Ford do?' One of Ford's key success secrets was his ability to recognize on sight waste that others took for granted, and to teach this ability to his workforce. This, in turn, enabled him to pay unprecedented wages while lowering prices and earning more profits simultaneously. Attendees will gain a similar perspective.
The most valuable takeaway consists of four simple key performance indices (KPIs) for lean manufacturing and lean supply chains. These KPIs encompass all of the Toyota production system's Seven Wastes; that is, each TPS waste is quantifiable in terms of one or more of these KPIs. As a simple example, the TPS's 'Inventory' is directly proportional to 'waste of the time of things' (cycle time) via Little's Law.
This, in turn, allows the entire workforce and supply chain to focus on these four KPIs to identify most forms of waste on sight. A worker who has to do a lot of walking, or who sees another walking, will immediately recognize, 'Waste of the time of people.' Parts that are not actually being transformed by a tool signify 'waste of the time of things,' and the same goes for work in transit. Workers will recognize anything that is thrown away, sent to a waste treatment plant, or whatever as 'waste of materials.' Any electrical or mechanical power that does not transform the work, or transforms it inefficiently, is waste of energy.
When the workforce identifies any of these wastes, there will frequently, if not usually, be an off the shelf solution for it. The most difficult problem is usually to identify the waste in the first place, and this webinar will provide the proven (by Henry Ford's bottom line results) thought process necessary to do that.
A must-attend for:
William A. Levinson P.E.
William A. Levinson, P.E., is the principal of Levinson Productivity Systems, P.C. He is an ASQ Fellow, Certified Quality Engineer, Quality Auditor, Quality Manager, Reliability Engineer, and Six Sigma Black Belt. He is also the author of several books on quality, productivity, and management, of which the most recent ... More info