Productivity Rules April 20, 2011
Posted by Jeff Fuchs in lean, workforce.Tags: lean, workforce
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Bill Waddell, writing over at Evolving Excellence, writes about how some mistake lean as being committed only to people, and not concerned with labor costs. But lean is indeed concerned with labor costs as well. The big difference between lean and traditional companies is that lean companies spend time trying to fix the 40-50% of labor that isn’t producing value, while traditional companies spend time on labor already producing some value. Mr. Waddell presents a chart to illustrate his point about labor value.
Check out his thoughtful and informative post here.
Productivity Rules April 20, 2011
Posted by Jeff Fuchs in lean, workforce.Tags: lean, workforce
add a comment
Bill Waddell, writing over at Evolving Excellence, writes about how some mistake lean as being committed only to people, and not concerned with labor costs. But lean is indeed concerned with labor costs as well. The big difference between lean and traditional companies is that lean companies spend time trying to fix the 40-50% of labor that isn’t producing value, while traditional companies spend time on labor already producing some value. Mr. Waddell presents a chart to illustrate his point about labor value.
Check out his thoughtful and informative post here.
Getting Lean Right: Lessons Learned from a Lifetime of Lean April 20, 2011
Posted by Jeff Fuchs in leadership, lean.Tags: leadership, lean
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IndustryWeek Hall of Famer George Koenigsaecker, who has personally put eleven companies on lean paths, has also completed a book about lean as well. Called Leading the Lean Enterprise, he talks about his experiences with certain companies, tools of the lean trade, and what really makes a difference in terms of lean implementation –and that is sustainable culture. Mr. Koenigsaecker utilizes the Toyota TrueNorth Metric System for sustainable culture, including the ideas of quality improvement and human development.
Check out the IndustryWeek write-up here.
Getting Lean Right: Lessons Learned from a Lifetime of Lean April 20, 2011
Posted by Jeff Fuchs in leadership, lean.Tags: leadership, lean
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IndustryWeek Hall of Famer George Koenigsaecker, who has personally put eleven companies on lean paths, has also completed a book about lean as well. Called Leading the Lean Enterprise, he talks about his experiences with certain companies, tools of the lean trade, and what really makes a difference in terms of lean implementation –and that is sustainable culture. Mr. Koenigsaecker utilizes the Toyota TrueNorth Metric System for sustainable culture, including the ideas of quality improvement and human development.
Check out the IndustryWeek write-up here.
How Do We Bring Respect for People to Life? April 20, 2011
Posted by Jeff Fuchs in lean, workforce.Tags: lean, workforce
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Of the two core elements of lean – respect for people and continuous improvement – improvement is most tangible, but respect for people sometimes seems more vague. But Connor Shea, writing at Daily Kaizen, highlights his company’s efforts to achieve respect for people, such was what respect for others means – and how it can be implemented across the board.
Check out the Daily Kaizen post here.
How Do We Bring Respect for People to Life? April 20, 2011
Posted by Jeff Fuchs in lean, workforce.Tags: lean, workforce
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Of the two core elements of lean – respect for people and continuous improvement – improvement is most tangible, but respect for people sometimes seems more vague. But Connor Shea, writing at Daily Kaizen, highlights his company’s efforts to achieve respect for people, such was what respect for others means – and how it can be implemented across the board.
Check out the Daily Kaizen post here.
The Happiest Man in Detroit April 20, 2011
Posted by Jeff Fuchs in automotive, lean, manufacturing.Tags: automotive, lean, manufacturing
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In an article at Bloomberg Businessweek, the ongoing efforts of Ford CEO Alan Mulally to transform Ford from a bankrupt company into the world’s most profitable automaker are examined. Not only has Ford continually beat the predictions of analysts, but its stock has soared to a 9-year high. Among the things Mulally did was to target new and emerging markets, as well as adjusting available products for existing markets.
Check out the Bloomberg Businessweek write up here.
The Happiest Man in Detroit April 20, 2011
Posted by Jeff Fuchs in automotive, lean, manufacturing.Tags: automotive, lean, manufacturing
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In an article at Bloomberg Businessweek, the ongoing efforts of Ford CEO Alan Mulally to transform Ford from a bankrupt company into the world’s most profitable automaker are examined. Not only has Ford continually beat the predictions of analysts, but its stock has soared to a 9-year high. Among the things Mulally did was to target new and emerging markets, as well as adjusting available products for existing markets.
Check out the Bloomberg Businessweek write up here.
787 Dreamliner Teaches Boeing Costly Lesson on Outsourcing April 20, 2011
Posted by Jeff Fuchs in manufacturing, supply chain.Tags: manufacturing, offshoring, outsourcing, supply chain
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The Los Angeles Times reports that Boeing, which outsourced labor and material around the world, is losing money on the 787 Dreamliner. The plan was to use one factory near Seattle to gather together the parts produced around the world, and assemble them. But early on, problems emerged –from parts that didn’t fit to shortages of parts altogether. Because of this, the airliner is 3 years late and almost one billion dollars over budget.
Check out the L.A. Times article here.
787 Dreamliner Teaches Boeing Costly Lesson on Outsourcing April 20, 2011
Posted by Jeff Fuchs in manufacturing, supply chain.Tags: manufacturing, offshoring, outsourcing, supply chain
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The Los Angeles Times reports that Boeing, which outsourced labor and material around the world, is losing money on the 787 Dreamliner. The plan was to use one factory near Seattle to gather together the parts produced around the world, and assemble them. But early on, problems emerged –from parts that didn’t fit to shortages of parts altogether. Because of this, the airliner is 3 years late and almost one billion dollars over budget.
Check out the L.A. Times article here.
With 3D Printing Tech, Airbus Aims to Print a Whole Aircraft Wing April 20, 2011
Posted by Jeff Fuchs in new products and technologies.Tags: new products and technologies
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The 3D printing field is rapidly overtaking the rapid prototyping field, making plastic and resin models obsolete. By 2020, experts are saying that 50% of 3D printing will actually be finished products –not just concepts and prototypes. EADS, the maker of the Airbus, want to print an entire wing –and then potentially an entire aircraft, making them lighter, more durable, and more efficient.
Check out the PopSci article here.
With 3D Printing Tech, Airbus Aims to Print a Whole Aircraft Wing April 20, 2011
Posted by Jeff Fuchs in new products and technologies.Tags: new products and technologies
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The 3D printing field is rapidly overtaking the rapid prototyping field, making plastic and resin models obsolete. By 2020, experts are saying that 50% of 3D printing will actually be finished products –not just concepts and prototypes. EADS, the maker of the Airbus, want to print an entire wing –and then potentially an entire aircraft, making them lighter, more durable, and more efficient.
Check out the PopSci article here.
Building a 15-Story Hotel in Less Than Six Days April 20, 2011
Posted by Jeff Fuchs in economy, green business, lean.Tags: economy, green business, lean
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China continues to throw down the gauntlet with its architecture. Broad Group showcased its ability to build rapidly by constructing the 15-story Ark Hotel using 200 workers in less than six days. Within 46.5 hours, for example, the steel structure had been erected. Not only was the building so rapidly built, but the Ark Hotel is environmentally friendly. It used one-sixth the material of a normal, similarly-sized building –and can withstand a 9.0 magnitude earthquake.
Check out the GizMag article about the Ark Hotel here.
Building a 15-Story Hotel in Less Than Six Days April 20, 2011
Posted by Jeff Fuchs in economy, green business, lean.Tags: economy, green business, lean
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China continues to throw down the gauntlet with its architecture. Broad Group showcased its ability to build rapidly by constructing the 15-story Ark Hotel using 200 workers in less than six days. Within 46.5 hours, for example, the steel structure had been erected. Not only was the building so rapidly built, but the Ark Hotel is environmentally friendly. It used one-sixth the material of a normal, similarly-sized building –and can withstand a 9.0 magnitude earthquake.
Check out the GizMag article about the Ark Hotel here.
Raytheon Cuts the Waste and Grime in its Metal Fab April 20, 2011
Posted by Jeff Fuchs in Lean Thinking, Setup Reduction.Tags: Lean Thinking, setup reduction
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Metal fabrication is often associated with dirty and dangerous working conditions, but Andon Massachusetts’s Raytheon Integrated Air Defense Center’s metal fabrication department is anything but that. The reason resides in a culture change that focused on asking and examining how workers performed their job and how much time it took to do things. For example, standardizing the time-costly fixturing process using a computerized library in the machine system reduced changeover times by 50%.
Check out the IndustryWeek article here.
Raytheon Cuts the Waste and Grime in its Metal Fab April 20, 2011
Posted by Jeff Fuchs in Lean Thinking, Setup Reduction.Tags: Lean Thinking, setup reduction
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Metal fabrication is often associated with dirty and dangerous working conditions, but Andon Massachusetts’s Raytheon Integrated Air Defense Center’s metal fabrication department is anything but that. The reason resides in a culture change that focused on asking and examining how workers performed their job and how much time it took to do things. For example, standardizing the time-costly fixturing process using a computerized library in the machine system reduced changeover times by 50%.
Check out the IndustryWeek article here.
That’s the Way We (Used to) Do Things Around Here April 20, 2011
Posted by Jeff Fuchs in culture, customer focus.Tags: culture, customer focus
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With a desired endpoint in mind, leaders must transform their company to meet that goal. To do this, people working at the company must change their behavior and their practices. To change culture, ingrained practices of how things were once done must be set aside. But how? A number of case studies are presented in this article. The agriculture company Cargill, for example, sent representatives to its customer industries. One of those companies, a packaged-foods manufacturer, said that Cargill continually sent people out to them who never sought to understand how they used Cargill’s ingredients. By bringing those people together, much more could be offered. Cargill did just that, by having its employees collaborate.
Read more in the Strategy+Business article here.
That’s the Way We (Used to) Do Things Around Here April 20, 2011
Posted by Jeff Fuchs in culture, customer focus.Tags: culture, customer focus
add a comment
With a desired endpoint in mind, leaders must transform their company to meet that goal. To do this, people working at the company must change their behavior and their practices. To change culture, ingrained practices of how things were once done must be set aside. But how? A number of case studies are presented in this article. The agriculture company Cargill, for example, sent representatives to its customer industries. One of those companies, a packaged-foods manufacturer, said that Cargill continually sent people out to them who never sought to understand how they used Cargill’s ingredients. By bringing those people together, much more could be offered. Cargill did just that, by having its employees collaborate.
Read more in the Strategy+Business article here.
Lean Mindsets for Healthcare April 20, 2011
Posted by Jeff Fuchs in customer focus, healthcare, lean.Tags: customer focus, healthcare, lean
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In a wide-ranging blog post, Mark Graban, on his Lean Blog, talks about speaking at the Lean Healthcare workshop put on by TechSolve, a non-profit consultancy that teaches process improvement methodologies. In his post, Mark recaps the topics he covered. Among them, lean is profoundly customer (patient) focused. As such, wait times in lobbies should be addressed. Mr. Graban also explained that problems are actually treasure, because they show where improvements can be made.
Check out Mr. Graban’s excellent post here.
Lean Mindsets for Healthcare April 20, 2011
Posted by Jeff Fuchs in customer focus, healthcare, lean.Tags: customer focus, healthcare, lean
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In a wide-ranging blog post, Mark Graban, on his Lean Blog, talks about speaking at the Lean Healthcare workshop put on by TechSolve, a non-profit consultancy that teaches process improvement methodologies. In his post, Mark recaps the topics he covered. Among them, lean is profoundly customer (patient) focused. As such, wait times in lobbies should be addressed. Mr. Graban also explained that problems are actually treasure, because they show where improvements can be made.
Check out Mr. Graban’s excellent post here.
(Complaining About) Resistance is Futile April 20, 2011
Posted by Jeff Fuchs in culture, leadership, workforce.Tags: culture, leadership, workforce
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Mark Graban highlights a common problem on his Lean Blog. He speaks of how leaders complain that their employees are resistant to change. Quoting writer Stephen Parry, Mark explains that resistance to change is due to a lack of leadership. Indeed, he notes, blaming others for lack of change is a convenient excuse. Instead of complaining about resistance, leaders should seek to understand specifically why their employees are resistant.
Check out Mr. Graban’s post here.
(Complaining About) Resistance is Futile April 20, 2011
Posted by Jeff Fuchs in culture, leadership, workforce.Tags: culture, leadership, workforce
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Mark Graban highlights a common problem on his Lean Blog. He speaks of how leaders complain that their employees are resistant to change. Quoting writer Stephen Parry, Mark explains that resistance to change is due to a lack of leadership. Indeed, he notes, blaming others for lack of change is a convenient excuse. Instead of complaining about resistance, leaders should seek to understand specifically why their employees are resistant.
Check out Mr. Graban’s post here.
Can the Postal Service Fleet Become a Data Collection Network? April 20, 2011
Posted by Jeff Fuchs in Creativity & Innovation, new products and technologies.Tags: Creativity & Innovation, new products and technologies
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Michael Ravintzky, chief counsel to the chairman of the Postal Regulatory Commission, says the Post Office can avoid insolvency. His plan is to transform a typical mail truck into a data-collecting machine. As the mail is delivered, weather information is taken, as well as information about air pollutants. The Department of Homeland Security and other governmental organizations could become customers of the Post Office for this information.
Check out the SmartPlanet article here.
Can the Postal Service Fleet Become a Data Collection Network? April 20, 2011
Posted by Jeff Fuchs in Creativity & Innovation, new products and technologies.Tags: Creativity & Innovation, new products and technologies
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Michael Ravintzky, chief counsel to the chairman of the Postal Regulatory Commission, says the Post Office can avoid insolvency. His plan is to transform a typical mail truck into a data-collecting machine. As the mail is delivered, weather information is taken, as well as information about air pollutants. The Department of Homeland Security and other governmental organizations could become customers of the Post Office for this information.
Check out the SmartPlanet article here.
Corporate Sustainability: Why Settle for Compliance? Create Competitive Differentiation April 20, 2011
Posted by Jeff Fuchs in green business.Tags: green, green business
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According to Smart Planet, last year, the LEED program certified 1 billion square feet of commercial space as green. But just because LEED has certified so much commercial space as green, doesn’t mean evolution can stop. Its certification levels include Gold and Platinum, and it is those levels that companies are striving for. The article at Smart Planet highlights the efforts of Enterprise Rent-A-Car and Fed-Ex to achieve those ratings.
Check out the article here.
