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Speaking of Precision

Speaking of Precision is a knowledge preservation and thought leadership blog covering the precision machining industry, its materials and services. With over 36 years of hands on experience in steelmaking, manufacturing, quality, and management, Miles Free (Milo) Director of Industry Research and Technology at PMPA helps answer "How?" "With what?" and occasionally "Really?"

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Lean Explained in Just 2 Photos

Posted April 15, 2016 10:00 AM by Milo
Pathfinder Tags: efficiency lean manufacturing

Editing to remove non-value adding distractions and waste is the true essence of Lean.

There are many distracting non-value-added elements in this photo.

Lean eliminates those distractions to reveal the true value.

Who is the "Lean Editor" to cut the non-value-added distractions and waste throughout your shop?


Editor's Note: CR4 would like to thank Milo for sharing this blog entry, which you can also read here.

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#1

Re: Lean Explained in Just 2 Photos

04/15/2016 11:51 AM

Not sure that is even the same tree...

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#3
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Re: Lean Explained in Just 2 Photos

04/15/2016 4:30 PM

That's how lean manufacturing works. You ignore the bigger picture then focus in on something that looks similar to the problem but is in fact not the real problem.

For example.

Say your company is having problems with getting large semi rigs in and out of the shipping docks due to inadequate yard space and they're having to turn so tight while positioning themselves to get in and out that they continually tear up the gravel lot surface.

So the correct and best solution would be to buy the adjacent open lot that is for sale for more truck yard space where the direction and flow of traffic on site could be changed to allow for large trucks to drive in and out with minimal turning (solution A that solves the base of the real problem).

Or (Solution B fixes the side effect of the problem) concrete the whole truck lot to eliminate the problem of the gravel getting torn up from the trucks having to move around it tight quarters to get in and out. Both cost the same.

As typically implemented in lean analysis you go with solution B that deals with the side-effect of the real problem and costs the same without actually fixing the real problem behind the real problem because everyone knows that having an all concrete truck lot for shipping and receiving looks way more professional than having a larger but easy to maintain and move around in gravel lot.

That's how 'lean' is most often implemented.

Solution B looks a lot like a tightly focused section of the larger view of the overall problem but in fact it's not.

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#4
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Re: Lean Explained in Just 2 Photos

04/16/2016 12:09 AM

Unnecessary branches were removed to make a lean tree. ;-)

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#2

Re: Lean Explained in Just 2 Photos

04/15/2016 11:53 AM

"Lean" has different sounds with "lyn".

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#5

Re: Lean Explained in Just 2 Photos

04/16/2016 5:06 PM

LEAN

Less Engineers Are Needed

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#6

Re: Lean Explained in Just 2 Photos

04/16/2016 5:47 PM

?

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Re: Lean Explained in Just 2 Photos

04/16/2016 7:20 PM
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#10
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Re: Lean Explained in Just 2 Photos

04/19/2016 6:28 PM

Is there a lien on the property?

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#11
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Re: Lean Explained in Just 2 Photos

04/20/2016 1:51 PM

Really?

<rolls eyes>

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#8

Re: Lean Explained in Just 2 Photos

04/16/2016 9:47 PM

Kanban, JIT, lean manufacturing cultures all have a place in mass production.

But, they are not do-all, cure-all solutions for some types of manufacturing.

I always thought the phrase "value added re-seller" was a hoot.

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#9

Re: Lean Explained in Just 2 Photos

04/18/2016 9:39 AM

I would say this article is 'too lean,' it presents the idea, but without enough information to explain it.

"If you have ice cream, I will give it to you. If you have no ice cream, I will take it away. This is an Ice Cream Koan."

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#12

Re: Lean Explained in Just 2 Photos

04/20/2016 6:12 PM

Problem is, the real value is in the vehicle! Who said anything about wanting a tree as the target of value here?

True to form, LEAN has once again missed the mark!

Many "Consultants" have made a mint off of studying Toyota's approach to achieving efficiency and quality. They pull elements from it, re-badge it, repackage it, and sell to all the corporations who have done something different to achieve quality in the past. Finally, they have admitted that there just isn't any more to pull from studying Toyota. Consultants have marketed all the techniques they have been able to get and rebadge. The last technique that was gleaned from Toyota has been badged and marketed as "kata". And that boils down to the old-fashioned, tried and true....scientific method. Essentially, set your goals where you want to be, devise experiments to see if it gets you there....if not, try again until you get "there".

Overall, LEAN has pretty much run its course. Too much emphasis has been placed on the method....not the sustained result.

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Users who posted comments:

adreasler (1); JIMRAT (1); lyn (2); Milo (1); Peterpipper (1); Rixter (2); tcmtech (1); Usbport (2); wolfie62 (1)

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