Business Basics
Home Page


Who is Bill Gaw?
And why should we
listen to him?

 


lean manufacturing principles and techniques training

A training program that gains employee understanding and commitment
Lean Manufacturing Training Program

If you want to get to the top of the latter, forward this Web page to your CEO/HR
Mfg. Mgmt. Development Program

Continuous Improvement - Part 4 of 8

Part 1  Part 2   Part 3  Part 4  Part 5  Part 6  Part 7  Part 8



Get Bill Gaw's Lean Manufacturing Book
$15.00 Click Here

 Book: "Back to Basics"

 


privacy policy

987

760-945-5596

Other Training Options:

Lean Sigma Assessment

Lean Six Sigma Implementation

Lean Six Sigma, Certification Program

Lean Six Sigma Forum

Lean Manufacturing Basics

Lean Manufacturing Assessment

Lean Manufacturing Transformation Training

Shop Floor Control

Lean Manufacturing Principles and Techniques

Lean Manufacturing Simulation Game

Lean Manufacturing Certification Program

Lean Manufacturing
Seminars

Kaizen Management Training

Lean Manufacturing Problems and Solutions

Lean Manufacturing Seminar-in-a-Box

Supply Chain Management Training Program

Strategic Planning Training Program

Thinking-Outside-the- Box Workshop

Lean Management PowerPoint Training Modules

Lean Manufacturing
Articles

Lean Manufacturing
Consulting

 

THE HELIX OF PRODUCTIVITY GROWTH

The normal way that standardization is accomplished is by being standard initially: only one system or pro­cess to do a given task. To take advantage of systems productivity improvements or to improve the processes, new systems or process are added or modified. The ini­tial system or process is often left intact without reevaluating the original process. After a few years of these changes, someone will come along, observe the numer­ous variations, and state that there must be standard­ization. A large effort begins and the systems and processes are rationalized and standardized once again. With time, new systems and processes are added or modified and the whole process begins again. This is wasteful and time-consuming. How can this be avoided

so that a continuous improvement process can truly be accomplished and sustained?

As systems increase, productivity usually increases. This is because new systems are not usually initiated unless there is a good business reason. Each new sys­tem improves productivity, but eventually productiv­ity begins to slow and then to fall. This decline is due to the fact that more support people are required, more failure points, more training, etc. When the decline be­comes evident, standardization and rationalization becomes the rallying cry. This reduces the number of systems, but productivity does not improve because resources are needed to learn the new systems and move from old systems to new.

 When this transition is complete, productivity takes a big jump and few new sys­tems are added for a period of time because people remember the recent past. But over time, new systems are added to take advantage of technology improve­ments or business changes. When this happens, the die is cast and it is only a matter of time before another helix will appear and the process will continue until people realize that these helixes are wasteful and po­tentially fatal. If your company is facing huge competi­tive challenges at the time of the helix, the company may be doomed because during the time of the helix, productivity will not increase whether you standard­ize or innovate until the helix runs its course. During the time of company crisis, time is something you don't have. Either the company does not have the time or the person trying to improve productivity does not have the time because management will soon blame that person for the lack of productivity.

Continued

Part 1  Part 2   Part 3  Part 4  Part 5  Part 6  Part 7  Part 8


Bill Gaw's Lean Manufacturing & Six Sigma Bulletin (LMSSB)

To stay current on Lean Manufacturing and Six Sigma knowledge and implementation know-how, subscribe to Bill Gaw's Lean Manufacturing Six Sigma Bulletin and you'll receive his weekly solutions to the reasons why 80% of lean initiatives fail to meet expectations. And as a bonus we'll send you a download copy of our eBook, "Thinking-Outside-the-Box.". (All at no cost of course.).

 Simply fill in your first name and email address and click on the bar below:

        Your personal information will never be disclosed to any third party.

First Name:
Your E-Mail:

Here's what one of our 15,000 plus subscribers wrote about the LMSS Bulletin:

"Great manufacturing articles. Thanks for the insights. I often share portions of your articles with my staff and they too enjoy them and fine aspects where they can integrate points into their individual areas of responsibilities. Thanks again."

               Kerry B. Stephenson. President. KALCO Lighting, LLC


Knowledge and implementation know-how you'll not find in the
books at Amazon.com... neither in the APICS Package 
nor the Harvard Business School Press.  

Business Basics, LLC
6003 Dassia Way, Oceanside, CA 92056
West Coast: 760-945-5596 

© 2000-2013 Business Basics, LLC