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Body of Knowledge for Lean Manufacturing

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asutherland

#42
Come, come now.... you have never been told or informed of something you never heard before and said to yourself, hummm, thats common sense.
If so, how could it be common.... you didn't know it? :biglaugh:
 
#43
asutherland said:
Come, come now.... you have never been told or informed of something you never heard before and said to yourself, hummm, thats common sense.
If so, how could it be common.... you didn't know it? :biglaugh:
Well, let's see:
About one billion (thousand million) people speak Manadarin or Cantonese. I don't speak it or write it. Does that automatically remove it from the realm of "common?"

When you are a child and go into deep water for the first time and discover you can't breathe underwater, does it cease to be common sense because you didn't know that before you made the discovery and later found ALMOST everyone else already knew that? As you gained more and more experience and understood how breathing works, you may have said, "Of course! It's just common sense that if there is no air, you can't breathe." Then, if you were smart, you figured out that if you could bring some air underwater with you, you could breathe and stay under longer. Would that have been common sense or uncommon reasoning power? How much intelligence does it take to make the leap in logic from holding one's breath to remain underwater to inventing a way to get an air supply to your lungs while underwater (hollow reeds? overturned pots and jars to trap air? flexible hoses? pressurized air tanks? entire underwater domes?)

If we make that leap of logic, are we isolated geniuses or just folks reinventing something others have known for years simply because we weren't on the information track. How much is common sense, how much is uncommon?

Ever hit your finger with a hammer? Did it hurt? Did you work out a way to avoid hitting your finger on a regular basis? Were you a genius or just using common sense to keep from repeating an unhappy experience?
 

Steve Prevette

Deming Disciple
Staff member
Super Moderator
#44
Maybe this all belongs under the Lean gone wrong thread . . .

It seems like in all the efforts to add new buzzwords to old techniques we forget the poor quality practitioners out there who have to do this stuff, and worse, must justify their existance on a daily basis to their employers.
 
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plato1

#45
The BOK is established?? ASQ 1 or 2 projects with a Champion with evidence of $$ savings for BB or GB. New to this, however I am afraid of a loss of interest after I invest time and ed monies for the training.
Plato1
The more I know the more I realize I don't know.
 
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palmer

#46
FWIW:


Also to be considered is the mental state or competence of business leaders who would let their business become FILTHY and thus have to engage in a massive cleanup."
This is exactly what my current company was doing before I started here. Tough clean up jobs were left to pile up to the point of HAVING to stop to clean it. Or it was given out as work as punishment. This cleaning could take a couple of shifts to complete.

Now that I have started "5S" this chore becomes part of a daily or weekly or monthly cleaning depending on the chore and whether the mechinery needs to be idle to perform the cleaning. This cleaning takes no longer than 30 minutes and in most cases 15 minutes or less.

What you want to call it is not the means. How it is achieved to improve moral and appearance is the means.:2cents:
 
A

ashwaniraina82

#47
My view on "Lean" is primarily from an Operations Research perspective. Lean and JIT were an outfall of efforts to optimize the total cost of inventory versus costs of stock-out. You can further extend this to a cost optimization of the whole system, as long as you are indeed capturing TOTAL costs, not just short term costs or easily retrievable direct costs.

There is an interesting paradox. I have seen lately folks complain that we shouldn't rely on "guru" positions (such as don't blindly follow Juran or Deming or Harry or whomever). Yet, there is an advantage when a single person defines a management theory. We have to rely on his/her opinion and take it or leave it.

With "group" developments like "Lean" or "Six Sigma" there is no single owner - and thus we end up with different interpretations of what the "program" entails. Witness the latest fun with Six Sigma on the ASQ Discussion Boards.

Dear Sir,

Cn you pz send some trg. material of deming prize
 
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