Download Lean Communication : Applications for Continuous Process by Sam Yankelevitch, Claire F. Kuhl PDF

By Sam Yankelevitch, Claire F. Kuhl

The concept that of Lean is frequently linked to production and creation techniques. whereas the foundation of such platforms derives from the Toyota creation process it truly is in now being utilized in carrier industries, healthcare and banking. What all of those sectors have in universal is the move of data: so one can get whatever performed verbal exchange is needed among many various stakeholders and gamers, whatever the specific quarter. moreover, as a result of present nation of globalization, the ever-increasing velocity of latest industry entries and the necessity to determine providers in far away lands, an all-consuming interdependence defines todays company surroundings. whereas Toyota proven a procedure to house manufacturing facility flooring difficulties in shut proximity, todays manufacturing unit flooring is the dimensions of the realm. This e-book will practice ideas of Lean to research and examine conversation break-downs and difficulties around the provide chain. it's going to draw upon those self same ideas to illustrate the right way to then strengthen a suite of most sensible practices and methodologies to enhance these communications. The authors think that by way of treating conversation as a strategy, like all different company approach, and by means of drilling deep into the main points of Lean and exhibiting how Lean practices will be utilized effectively to optimizing the communications approach, the complete association and its provide chain companions will profit

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Extra resources for Lean Communication : Applications for Continuous Process Improvement

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Whatever he thought he was accomplishing by bending the rule on his knee, the real messages received were not good for business. The mechanics stopped following the standard repair process. In fact, they delayed handling repairs at all, and just waited for the almighty head of engineering to fix his own darn machine himself, however he felt like doing it. There are several lessons in this story, but I will stick to the most obvious one. Leaders who violate their company’s standards, procedures, and processes are foolish if they think anyone else is going to play by the rules.

Goldratt’s Theory of Constraints1 (1984) teaches us that the problems of waiting create costs that will never be recovered when these are directly associated with a bottleneck. When deadlines are not met early in a process, the waiting game downstream causes non-value-add activities and their associated costs. Conveyance and Handling On the assembly line, no value is added when a part has to be moved from one end of a building to the other end. It is implicit also that in processes that move parts unnecessarily, those parts are handled over and over, and each touch-point is an opportunity for a quality problem.

Remember, a lean manufacA lean manufacturing process turing process or a service does or a service does not start on its not start on its own. It is initiown. It is initiated and driven ated and driven by a signal from by a signal from the customer. the customer. In this case, too many signals from the customer created muda from the ­beginning—the production processes stood no Lean Lingo CONTINUOUS IMPROVEMENT OF THE COMMUNICATION PROCESS 39 chance of succeeding. But until the incoming signal stream was analyzed via VSM, the production group took the blame for being the root cause of the delivery issues.

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