FEATURE – There is a form of waste – complexity in raw and packaging materials – that adds costs to manufacturing without creating value, but it is often overlooked. The author explains what it is and how to banish it.
FEATURE – A broken phone or a clock showing the wrong time may seem small details to you, but they actually make people's jobs more difficult. Fixing these issues improves work and boosts morale... It also says a lot about you as a company.
FEATURE – We often think that making every product customers might want – no matter how little they sell or how much complexity they add to our schedule – is inherently lean. As Toyota understands quite well, however, it is quite the opposite.
FEATURE – In the latest article in his series on how to effectively level production, Ian Glenday discusses why the perceived high variability of our demand is actually the result of a misconception… think about it in percentage terms!
FEATURE – In the latest article of his series for Planet Lean, Ian Glenday explains the practical steps an organization can take to properly introduce levelled production in its operations.
FEATURE – Repeating the same patterns of work over six to eight cycles of production generates improvements - based on people, not machines - and facilitates the adoption of lean principles and tools.
FEATURE - The original TPS "house" had levelled production at its foundation because Toyota understood that establishing and sustaining continuous improvement is impossible without creating stability in production first. What about your transformation?
FEATURE – It might be widely used as a planning system, but ERP – Ian Glenday argues – is not conducive to an environment where lean thinking can thrive: because it is based on a batch logic, it always creates a different plan and, with it, instability.
FEATURE – Repetitive flexible supply is a very effective method to level production scheduling, but as a FMCG company in the Netherlands found out, sometimes a number of conditions must be met before the approach becomes viable.
INTERVIEW – We speak with Sérgio Caracciolo of General Motors do Brasil about the carmaker’s approach to lean, its struggles, and its lessons learned.
ARTICLE – Effectively applying just-in-time and achieving flow is impossible without leveling production first. Yet, most companies seem to think this is impossible because demand is so variable… but is it really?
ARTICLE - It took a Spanish clinical diagnostics instruments manufacturer the introduction of a new product to realize how an old-fashioned system and management style were preventing the company from thriving.
INTERVIEW – Planet Lean meets LEGO’s Ilona Takács to learn how the toy manufacturer looked at its corporate values to built a new, super-lean factory in eastern Hungary.
CASE STUDY - An approach based on Lean Daily Management System and experiments in a model area led an Italian manufacturer of combine-harvesters to become one of the leanest organizations in the Veneto region.
CASE STUDY - Faced with high costs, low demand and growing competition from China, Turkish textile manufacturer Yesim managed to develop a competitive advantage by transforming its ways with lean thinking and increasing its focus on the customer