If you are going through the motions of using Gemba boards but have no STANDARD WORK, you are wasting your time. I'd argue that you are practicing FAKE LEAN! If you do not have a STANDARD, how do you know you have variations? Is it because someone put a PLAN number on your Gemba boards? Good luck with that! Hide Oba and I discussed this on my Lean911 podcast. Hide stated that EVERYTHING you do, from 5S to SMED, to TPM to Kanban, even the yellow lines you paint on the floor, should be tied back to STANDARD WORK and improving your processes so that your operators can achieve their required TAKT Time. In this respect, all Kaizen activity should have the operator in mind. I will hold that you are not doing LEAN if you are not utilizing STANDARD WORK. And remember: STANDARD WORK is a VERB, not a NOUN! Here is the podcast link where Hide and I discuss this: https://lnkd.in/de6e2kUH Remember the words of Taiichi Ohno, creator of the Toyota Production System: WITHOUT STANDARDS, THERE CAN BE NO IMPROVEMENT!
Colleen Soppelsa
4mo
Valuable post, Mark DeLuzio. In fact, Bob Pentland in the book with the very same name does not mince words. "CT=TT=CI. So simple and yet so complex. There are very few folks, maybe 50 in the U.S. that truly understand it. Focusing on the shop floor, where maybe only 6% of the cost of goods resides, will in fact expose the other 94%. Really. No one understands this. It is hopeless. Then there are those that say they understand and want to 'improve' on it. This is nonsense, too. My book will have two pages, CT=TT, and One Piece Flow. It will NOT be a best seller because it does not have glitz and so on." B. Pentland 9/15/08 Resource https://lnkd.in/gBWaicxZ
JOHN LOVELL
4mo
There is a link from Standard Work which creates the Visual that in turn drives Standard Management if the condition goes to NOK .Then the Standard Management has to put the condition back to OK
Rob Tykal
4mo
Step 1 - Learn to see. Step 2 - Establish a standard condition. Step 3 - Analyze and understand why variations occur. Step 4 - Solve problems and use Kaizen.
Rick Besecker
4mo
I was talking with one of my former TSSC colleagues that was experiencing this exact issue at one of his client companies. It was enlightening to see the disconnect that senior leaders have to the shop floor and the use of performance visualization.
Thomas Kern
4mo
Jan GarbeSimone Jaberg Gedanken zu unserer heutigen Diskussion zum Soll/Ist-Abgleich. Ich bin auf unsere Umsetzung gespannt. Erst ein Standard ermöglicht Verbesserungen!
Damian Baldysz
4mo
The one and only way - thank you for that post!
Richard Houlton
4mo
What happens when you try to deploy it using “Lean Scores”. 1 point for each Gemba Board. 1 point for each Kanban Supermarket. Take that approach and the result will never be Lean.
Gavin Reddy
4mo
Love this.
Quality Leader, Process and Tools Leader, Program Manager, Continuous Improvement Specialist, The views expressed are those by me and me alone, and are not associated with the views of present or past employers.
4moGreat point, Mark DeLuzio. Like Colleen referenced in the title of John Alwood's and Bob Pentland's book, "Standard Work is a Verb - A Playbook for Lean Manufacturing", STANDARD WORK IS A VERB. - Standard Work is NOT a work instruction. - Standard Work is NOT a form or template. - Standard Work is NOT complicated. - Standard Work is NOT for LEAN or Quality specialists only. Standard Work is simple. As John Alwood states, anyone can define Standard Work using a pencil, paper, eyes, and a minimum of training. If your Standard Work comes bearing a committee or an empire, something's wrong, and raise the "FAKE LEAN' warning flags! The very foundation of LEAN rests on Standard Work.