Apart from Shigeo Shingo’s obvious success with the Toyota Production System, one other notable achievement was creating a production system in ship building at Mitsubishi Shipbuilding in Japan from 1950 to 1953 that reduced ship production time by 50%. Why did British Shipyards not follow these same techniques for improvement ? As a result the British Ship building industry was essentially beaten into submission by the 1980’s and most British Shipyards were closed. Were
Orlando, Florida : Health IT Conference, Feb 19 – Feb 23, 2017 “You have to take a hard honest look at what you are doing today. Six Sigma is good at that,” said Chuck Spurr the CIO at Shields Health Care Group, speaking on the opening day ofthe Health IT Conference in Orlando, Florida http://www.healthcareitnews.com/news/secret-shields-success-six-sigma “First we were throwing software at the problem, but that’s a problem with IT. We build to the specs we
The new technology of ‘Robotic Process Automation’ ( RPA ) has the potential for huge cost savings for companies however NOT by replacing workers with computers or robots. Instead RPA allows repetitive or logic based process decisions to be done by computer programs ( Robots) rather than humans and thus eliminating the following wastes: 1. Eliminates the Waste of waiting for a decision from a human. Robots work 24/7 365 days and never take breaks.
Top 5 reasons why the Toyota management model ( also called ‘The Toyota Way’ ) is so good @lean6st Toyota enjoys a market value that’s twice the combined market value of its next five competitors—with only one-sixth as many employees Toyota as never laid off any full-time salaried employees due to economic downturns in its entire corporate history ( it has however laid-off part-time or hourly workers ). Toyota has learned to treat employees/unions and
Lean and Six Sigma competencies There are three levels of competency for Lean and Six Sigma described in the ISO-18404 standard: Lean Practitioner, Leader, and Expert; and Six Sigma Green, Black, and Master Black Belt. “Lean & Six Sigma” is simply a combination of the competencies of the equivalent Lean and Six Sigma levels, and follows the same belt structure as Six Sigma. For each level, the standard lists competencies, performance criteria, and suggested evidence of understanding,
Watching the Andrew Marr show on BBC TV this morning and Sir Robert Naylor a leading figure in the NHS said something that agrees with the principles of Lean Six Sigma …. he said that is not all about throwing more money at the problems … or just focusing on reducing costs … it is the processes that need to be understood and improved and root causes of problems corrected. my colleague Chris Alcock presently
Chris Alcock ( Master Black Belt ) asks this question : Would you rather me go the extra mile for a patient or follow a good process? https://www.theguardian.com/uk-news/2017/feb/09/nurse-spared-jail-after-fatal-blood-transfusion-mix-up I know which sounds better, but which would you actually rather have? Good healthcare by dint of extraordinary effort? Or a process that leads the nurse or doctor to the most accurate and fastest outcome most of the time?
Good definition of a Pull production system. What Is main Difference between a Push and Pull production system? A pull production system is one that explicitly limits the amount of work in process that can be in the system. [...] a push production system is one that has no explicit limit on the amount of work in process that can be in the system. (Hopp and Spearman "To Pull or Not to Pull") A True pull