2 Second Lean in Germany - Breaking Down a Process
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- เผยแพร่เมื่อ 24 ส.ค. 2015
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Paul Akers works with Christiana, of Yellotools, to get a process down from 46 seconds to 10 seconds.
For more information on Yellowtools, visit their website. yellotools.us/splash-page.html
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Paul Akers is an entrepreneur, business owner, author, speaker, & Lean maniac. He has written multiple books on Lean and travels the world to educate, speak, and mentor Lean principles, Lean manufacturing, and Lean living as a lifestyle. Paul has a weekly podcast called The American Innovator where he shares about Lean & his travel adventures. For more information on Paul Akers and Lean, visit his website. paulakers.net/
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I am going to share this video with my whole CI organization. Some of the elements in this video that will reinforce our own teachings are:
• So we see rapid experimentation
• Small changes for the better
• Data oriented - target focused
• Material presentation
• Using input from team to drive improvement
• Improved ergonomics
Excellent work Fastcap!!!
You all have a great ideas and we will do our best to implement them. Just further illustrates the power of two things: continues improvement and collaboration. Working together as a team we always will come up with the best idea as long as we're focused on delivering value to the customer and not our egos. Great comments by everyone! Paul
With some blocks of wood and a zip tip or clamps you could make the spray bottle stationary and aim it right where it needs to go. You could give it a pump with the palm of your hand from the top down, or even rig up a foot pedal. That would eliminate finding , picking up, moving the bottle, and putting it down after spraying.
Yep, it seems the bottle is a 'bottleneck'. Bwahaha. But seriously, maybe that fluid could be put into a bottle with a sponge applicator and mounted upside down. Pick up, wipe, place graphic, etc. in any case, great work getting such a big improvement.
+J DeWitt DIY Electric eye as it's placed down it sprays automatically.
+K.D. Pearce You're absolutely right. I was going for quick improvements that can be done on the fly. But for a permanent setup, your idea is even better. Of course, taking it to it's logical conclusion, a machine could be created to label these items automatically.
What if they create a special pump with rubber pipe from the floor to the top on certain height. The idea is, one foot press the trigger from the floor to pump the water to top (imagine the work process of old sewing machine) while the other two hands only focus on other moving activities around the top table. I think they waste too much time using the bottle spray.
This is such a great video that is a good length and the thinking out aloud element to Paul's commentary is what sets it apart from others. Perfect for the team and demonstrates that language is not an obstacle. Something I come up against here in China.
I like that you could probably design a 10 second process for this in your sleep but instead had the worker walk thru it herself
The point is to build a culture where the person on the job is empowered to continually improve the process.
brilliant video - especially for understanding the consequence of wasted motion and over processing!
nice to see how Paul educate us germans:) good lean work
Hola Paul otro de tus videos súper inspiradores y humildes de mejora poco a poco . Gran enseñanza
Sometimes a small change make the difference 🙂
How does Quality get factored into the lean speed quest? I imagine myself as the customer who receives 100 pieces produced in this spirit. I am willing to bet that the number of defective items is significantly greater when the operator is pressed to beat the stop watch at every moment than when the process is improved yet allows --- no demands --- a careful final inspection as an essential value added/quality ensuring step. Heresy???
As a finish carpenter, I am often hired by dissatisfied quality conscious customers to rework final details that the original contractor completed in less than top notch fashion. Every time I get one of these calls, I feel like a forensics investigator on a TV crime show whose sluething skill enables him to reconstruct the scene of the crime. I can just about picture a guy who was desparate to race through a process in order to get out of Dodge sooner. If your lean slalom down the mountain gets you to the bottom (line) faster but you miss one of the gates, IMO you have not won the race.
I am all for continuous analysis and improvement of processes, but I think best implementation of lean requires constant vigilance to ensure that Quality remain king. At high speeds, it's very easy to fall off the skis...
Michael I think you misunderstood the point completely. The stopwatch is for the purpose of measuring each individual element of the build. It is not to lord over the operator. It is simply for us to identify excess motion that adds no value to the process whatsoever. Quality is always the guiding principle in every improvement. If you can't maintain the quality or improve the quality is not an improvement.
No, I didn't misunderstand at all. Example: as Silent Woodworker below (and even his harsh critic) noted, there were more air bubbles after reducing the number of swipes to a formulaic number (one), rather than to a standard-based number (as few as required to do the job correctly). Again, I am absolutely not arguing against continuous improvement. What I am calling for is strict attention to the factual result at hand, not the theoretical notion that less is somehow always more. Sometimes, less is less. We clearly agree that quality must be maintained. I am just cautioning that we need to strictly observe what is going on, and not blindly see every attempt to streamline production through lean colored glasses...
This quote is often attributed to Einstein: "Everything should be made as simple as possible, but not simpler."
What a great video! I am definetly using it like a kaizen example in a future refresher trainning for my team
+elitazesf Great. Check out all the great Lean Resources on my website. paulakers.net/
The person actually doing the work does not seem to be involved in the improvement process. There is a risk that she will only make improvements suggested to her and not take the initiative to continuously improve.
I need to count 40 clutch facing so I designed a standard height of 40 clutch facing ,but in these case due to thickness ,each Clutch facing clearance is 20 mm,so ma std height is not good due to clearance, I get may vary from 39 to 41,so i need a std, to count 40 numbers, I need a help of yours,pls suggest any idea
Ask the people closest to the work how to improve it.
FastCap they gave me a problem so I want to give solution, It's like a project
Workers are so happy to do jobs faster, to work themselves right out of a job for greed.
That isn't the point of Lean. It is continuous improvement. We will never run out of waste and things to improve!
Lean is to improve work flow. Waste is just part of it. The real reason for Kaizen is to create faster production without the waste of time and product. This is how GM went bankrupt. Paying employees lots of money, sitting in one spot, making hand over fist in parts, ran the company out of work, fired over half the employees. Government should had never bailed them out, just to lower wages and push for yet another production lines for greed. I've been at 3 jobs, that have let many go, cause of 5s, lean and Kaizen. The waste is the employees.
Its easier to say what it's not about, when you have never been on the receiving end. Pencil pushing vs shop floor workers. Pencil pushers have no souls, only paperwork to make them feel warm and fuzzy as if they gave something of importance to the world.
hm. after the first "improvements" you can clearly see air bubbles. and the faster she gets the bigger these airbubbles become.so she produces less quality in shorter time. nice that Germans now learn to produce lower quality and be happy about it.
That is retarded. Obviously if there's too much air bubbles she can always do more swipes, it would only add a few seconds, she's still went from 46 sec to 16.
Exactly missing Silent's point: Once you set that hell-bent tone, you're in serious danger of replacing a culture whose #1 mission is Quality with one whose driving passion is for Speed. As they say, just keepin' it real.