Lean Alternative to "Spaghetti World"
|I wanted to share with you some thoughts on lean thinking in a time of uncertainty that Dan Jones and I recently put together at the request of "Automotive News." (Read story.) |
Our key point is that it's now time to re-think the connectivity costs of the "spaghetti world" we've built, where every part in every product seems to travel several times across national borders as it progresses from raw materials to the customer. The alternative to mountains of spaghetti -- and large safety stocks to protect production from supply disruptions at border crossings -- is "value stream compression" in which all of the steps in fabricating and assembling product families are "compressed" in one place -- even in one room -- to dramatically reduce throughput times while largely eliminating connectivity costs.
I will be describing our ideas for value stream compression and the macro-mapping tool we have devised to help implement it at our Leaner Thinking for Harder Times Conference in Orlando, December 6 and 7. In my opening presentation I will also cover all of the elements of a lean action plan to deal with the current recession, and the workshops that follow will provide detailed advice on implementing each element.
Join the Conversation and Stop the Rework
In the spring of 1997, as I was starting the nonprofit Lean Enterprise Institute, I visited a company that I hoped would be a founding sponsor. I explained to the senior leadership that a lean enterprise was far more than a brilliant production organization, as had they assumed. It was also a brilliant product development organization including a brilliant production process design team.
The Gift of Yokoten
In this article originally published in Planet Lean, after a visit to Goshen, Indiana, Jim Womack shared thoughts on the gift of lean thinking and the obligation that individuals learning this way of thinking feel about sharing what they've learned with others.
The Escalator of Issues
A daily management system with daily performance metrics gives caregivers the sense that managers are really paying attention, that problems really are being addressed, and that over time this will mean stability and a lower level of stress for all staff, says Jim Womack.
- Learing to See the Whole Value Stream: The Power of Value-Stream Mapping
- Sustaining Lean Goals by Taking a (Gemba) Walk
- Forward to Fundamentals
- Managing to Learn: Part 1 - How Lean Leaders Create Productive Problem-Solvers
- The Power of Purpose, Process, and People
- Lean Management & the Role of Lean Leadership
- Lean Solutions