Month: July 2010

Posted on

Kaizen Scenario: Kanban Implementation

 

When improvement teams set up kanban loops, they often get very creative about how they actually operate. What follows is an example of one such loop, and then I am inviting comment and replies to some specific questions I have.

The process works like this:

  • The items are stored on a shelf in a warehouse. One item per carton. The carton is 60x60x90 cm and weighs about 70kg.
  • Next to a shelf there is a box containing the kanban cards for those items. The team is calling this box a “kanban post.”
  • One card represents a reorder for five units of inventory.
  • When a customer order is received, say for 35 units, the picker pulls the appropriate number of cartons to prepare for shipping.
  • Since there are 35 units in the order, and each card orders 5 units, he pulls 7 cards from the “kanban post.”
  • He takes the cards to the kanban administrator, who uses them to order new items from the factory.
  • When the replacement inventory comes in, it is sent to the shelf location, and the cards are returned to the kanban post.
  • The plan is to eventually apply this same process to the other parts in the warehouse (several hundred types of items)

You are a kaizen manager for the company. You are checking on your kaizen teams as they do their work, and discover they are implementing the above process. The kaizen workshop leader who is guiding this team works for you.

Questions:

What, if anything, would you think about this solution, and what, if anything, would you say to the kaizen team leader?

I am serious – I am looking for input here. I have my views, but I want to hear from others.

Posted on

5s Erosion: What Is The Problem?

I had another opportunity today to discuss why I am not a big fan of “5S audits.” I fully realize that 5S audits are out there in a big way and are almost pro-forma as a “lean practice.” I have not run into any consultants who do not have some kind of 5S audit in their collection of tools, and the topic has pretty constant traffic on the Lean Enterprise Institute discussion forums – and just about anyone who offers one up gets a lot of requests for copies.

Before I go too far, though, let me explain what I mean when I say “5S audit.”

What I typically see is a single page with a 6×6 matrix of squares on it. Down the left hand side in column 1 are labels for whatever 5 “S words” are being used in this particular version. Across the top in the top row are points assignments from 1 to 5.

The grid is then filled with criteria in each “S” to get the specified number of points, maximum 5 in each category.

Auditor takes the checklist, looks at the area being audited, perhaps asks some questions, and assesses, for each “S” how many points are given.

It is typical to then make some kind of chart – spider diagrams are popular – and assign the area a score, perhaps an average, so they are, for example, at “Level 3” on their 5S efforts.

Does that about capture it? There are variations, but I do not care so much about the form as I do the function.

And what, exactly, is the function?

That is a question that does not get asked often enough, and if it does, the asker does not press hard enough on “exactly.”

Let’s keep in mind that this audit consumes time and resources and produces nothing. Therefore it had better be an effective countermeasure to some kind of problem.

What, exactly, is the problem?

How do you know? What have you observed?

Give that a little thought.

Posted on

United States Coast Guard

Coast Guard logoTo my readers in United States Coast Guard aviation:

I know you are a small community and the tragic crash of an MH-60 helicopter off the coast of Washington State this week has affected you all. I want to take a moment to publicly express my sympathies to, not only the immediate families, but the extended family, of LT Sean Kruger, AMT1 Adam Hoke and AMT2 Bret Banks, as well as wishing LT Lance Leone a speedy recovery.

To my other readers: Last summer I had the privilege to spend a couple of days at the U.S. Coast Guard’s Aviation Logistics Center taking a look at their helicopter overhaul operation. I saw a group of people who are totally dedicated to providing the best service they can to their customers, and by extension, to the rest of us who spend any time on or near the water.

That this incident happened, not searching for a sinking crab boat in the Bering sea, but rather on a nice day during a “routine” ferry flight reminds us all of the dangerous work they do every day.

Find a Coastie and thank him or her for their service.