The Personal Kanban: Not Just “Vocabulary Engineering” December 18, 2011
Posted by Jeff Fuchs in lean, personal productivity, Pull Systems.Tags: lean, personal productivity, Pull Systems
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Writing on Time Back Management, Jim respectfully disagrees with Michael Baudin, a lean expert, who posted his view that personal kanban is “vocabulary engineering”. Jim says that work in progress – especially modern work – needs visualization to avoid overload. While he agrees with some of the weaknesses using kanban at a personal level, Jim’s personal experience leads him to conclude that the benefits outweigh the problems and that kanban methods can get results when applied at a personal level.
Read Jim’s arguments here.
The Personal Kanban: Not Just “Vocabulary Engineering” December 18, 2011
Posted by Jeff Fuchs in lean, personal productivity, Pull Systems.Tags: lean, personal productivity, Pull Systems
add a comment
Writing on Time Back Management, Jim respectfully disagrees with Michael Baudin, a lean expert, who posted his view that personal kanban is “vocabulary engineering”. Jim says that work in progress – especially modern work – needs visualization to avoid overload. While he agrees with some of the weaknesses using kanban at a personal level, Jim’s personal experience leads him to conclude that the benefits outweigh the problems and that kanban methods can get results when applied at a personal level.
Read Jim’s arguments here.
5 Questions to Ask Before You Attempt Kanban March 23, 2010
Posted by Jeff Fuchs in Lean Thinking, Pull Systems, strategy.Tags: Lean Thinking, Pull Systems
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Before attempting kanban, there are at least five questions any business should ask itself, according to Ron Pereira over at LSS Academy. Relating his own personal experiences, the first two questions Mr. Pereira asks are: Is there enough in-house knowledge about kanban? And, secondly, do you even need kanban?
For more discussion of these questions, as well as the remaining three, go to Mr. Pereira’s post here.
5 Questions to Ask Before You Attempt Kanban March 23, 2010
Posted by Jeff Fuchs in Lean Thinking, Pull Systems, strategy.Tags: Lean Thinking, Pull Systems
add a comment
Before attempting kanban, there are at least five questions any business should ask itself, according to Ron Pereira over at LSS Academy. Relating his own personal experiences, the first two questions Mr. Pereira asks are: Is there enough in-house knowledge about kanban? And, secondly, do you even need kanban?
For more discussion of these questions, as well as the remaining three, go to Mr. Pereira’s post here.
Intelligent Queue Management System December 8, 2008
Posted by Jeff Fuchs in Lean Thinking.Tags: Add new tag, Lean Thinking, Pull Systems
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InfraRed Integrated Systems has develope what it calls its Intelligent Queue Management (IQM) system. It is targeted toward commercial businesses attempting to reduce and better allocate human resources without further degrading the customer experience. IQM uses infrared sensors that measure and track numbers and behaviours of customers, and predictive algorithms to work out how many checkouts will be required in 15 and 30 minutes time to meet customer demand. It even sends alerts to managers so they can proactively manage staffing levels in real-time to ensure optimal levels of customer service. The company claims that IQM will ultimately lead to shorter queues. Read more here.
Then again, if you were using lean concepts, you would simply kick the manager out of their office to go to the checkout area, see the queues with their own eyes, and actually interact with them.
Intelligent Queue Management System December 8, 2008
Posted by Jeff Fuchs in Lean Thinking.Tags: Add new tag, Lean Thinking, Pull Systems
add a comment
InfraRed Integrated Systems has develope what it calls its Intelligent Queue Management (IQM) system. It is targeted toward commercial businesses attempting to reduce and better allocate human resources without further degrading the customer experience. IQM uses infrared sensors that measure and track numbers and behaviours of customers, and predictive algorithms to work out how many checkouts will be required in 15 and 30 minutes time to meet customer demand. It even sends alerts to managers so they can proactively manage staffing levels in real-time to ensure optimal levels of customer service. The company claims that IQM will ultimately lead to shorter queues. Read more here.
Then again, if you were using lean concepts, you would simply kick the manager out of their office to go to the checkout area, see the queues with their own eyes, and actually interact with them.
Heijunka: Leveling the Load November 25, 2008
Posted by Jeff Fuchs in Pull Systems.Tags: Lean Tools & Techniques, Pull Systems
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Trying to forecast customer demand causes uneven production scheduling and an unbalanced demand on equipment and people. The result is contrasting periods of excess inventories and stockouts, overutilized equipment and underutilized equipment, overtime and sending people home early. Lean companies create a balanced flow of work by employing the concept of leveling or heijunka to level production by both volume and product mix. Rather than building products according to the actual flow of customer orders, leveling takes the total volume of orders in a period and smoothes them out so the same amount and mix are made daily.
This article in Reliable Plant magazine summarizes the technique nicely.
Heijunka: Leveling the Load November 25, 2008
Posted by Jeff Fuchs in Pull Systems.Tags: Lean Tools & Techniques, Pull Systems
add a comment
Trying to forecast customer demand causes uneven production scheduling and an unbalanced demand on equipment and people. The result is contrasting periods of excess inventories and stockouts, overutilized equipment and underutilized equipment, overtime and sending people home early. Lean companies create a balanced flow of work by employing the concept of leveling or heijunka to level production by both volume and product mix. Rather than building products according to the actual flow of customer orders, leveling takes the total volume of orders in a period and smoothes them out so the same amount and mix are made daily.
This article in Reliable Plant magazine summarizes the technique nicely.
