Sustaining, or “Walking and talking the talk” January 29, 2006
Posted by Lawrence Loucka in : Consulting, Lean, Lean Sigma , 1 comment so far
The CFO and VP Manufacturing at a new client are frustrated; two plus years into their lean journey and they aren’t seeing the benefits they expected and tools put in place aren’t being used. Visual boards are old and stale, tool shadow boards are in place but tools are scattered all over, set ups that once had been cut from over an hour down to less than 20 minutes are now averaging over 40. Why is this happening? What to do?
Why Training Doesn’t Work January 24, 2006
Posted by Lawrence Loucka in : Consulting , 2comments
Funny, I just finished up a training session today on Value Stream Mapping when the following showed up in my mailbox.
Myth Busters: Why Training Doesn’t Work
By Suzie Price on Monday, January 23, 2006
Why training doesn’t work. A blasphemous title, especially if you’re in the training and development business, as I am. But training alone does not work.
In truth, only 5 - 30% is learned in the classroom. 70 - 95% of what we learn is learned through practice and experience.
Even with great instructors. Even with great curriculum. Even with motivated learners.
Only 5 - 30% is learned in the classroom.
Why? And what can we do to eliminate wasted training dollars?
Just in Time, Just in Case, and Just Plain Wrong January 22, 2006
Posted by Lawrence Loucka in : Lean, Supply Chain , add a comment
Jim Womack jwomack@lean.org
I started my e-letters immediately after the terror attacks of September 11, 2001, as a response to the many commentators asserting that JIT could no longer work due to the risk of disruption in supply chains. They argued that large inventories were needed everywhere along value streams to permit rapid response to chaotic conditions.
I knew that this was a complete misunderstanding of the situation. Counting on finished units and parts lying around at many locations to somehow respond to disruptions in transport links or at key production facilities would be ineffectual as well as harmful to production organizations and society. Hence my first e-letter, “Nonsense About JIT.” (I hope you are aware that this and all 50 of my subsequent e-letters are available at www.lean.org in the Archives section under the Community tab.)
Supply Chain Atlanta Roundtable January 22, 2006
Posted by Lawrence Loucka in : Logistics, Supply Chain , add a commentAmerican Society of Transportation & Logistic and Supply Chain Atlanta Roundtable panel discussion with top industry specialist Chris Barnes, Mike Cutone & Stephanie Harper. American Iinternational University @ Dunwoody will host a lunch and learn session on January 27 about the future of logistics and transportation in Atlanta in conjunction with Supply Chain Atlanta. The lunch will include a panel discussion of networking and job search “how to’s” for the supply chain professional. In addition to learning where networking happens around Atlanta, what employers are seeking today and industry trends, discussions will also center around efforts to bring more logistics companies to Atlanta in order to bring additional jobs and revenue to the area as well as updates on the Atlanta Chapter of the American Society of Transportation and Logistics. (more…)
Lean Logistics-Understanding January 20, 2006
Posted by Lawrence Loucka in : Lean, Lean Sigma, Logistics, Sigma, Supply Chain , add a comment Thomas CraigExpert Author Published: 2006-01-20 Lean Logistics-Understanding - WebProNews |
Supply chain management was designed to take waste out of supply chains-waste as to excess inventory, time and cost.
Supply chains are meant to pull, not push, inventory through the supply chain. This is exactly what lean logistics is also about-removing waste and variation from supply chains; it is what Kanban, Pull, is about with Lean Logistics.
Wholesalers, manufacturers, retailers, distributors, suppliers, 3PLs and every party involved in the supply chain feel the pressure to reduce and balance cost, time and inventory-to be lean. This is true with domestic supply chains; but it is especially true with global supply chains.