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Henry Ford: Created Lean Manufacturing Basics..... It's not rocket silence.
Henry Ford first introduced
lean manufacturing BASICS at his River Rouge operation in 1920.
Using his lean basics as the basis for his production line concept, the
Model T Ford plant was able to go from receipt of iron ore to casting
the engine block, to machining the engine block, to building the engine
and shipping it in a final assembled car in an astonish-ing forty-eight hours.
Now that's LEAN!
Vince Lombardi: Mastering the BASICS 
Many years ago Vince Lombardi led the
Green Bay Packers football team to unprecedented success by having
an almost obsessive focus on mastering the BASICS of football.
It’s amazing how many individuals and
companies have great visions yet fail to achieve their full growth
and earning poten-tials. They're a lot like the Green Bay Packers'
football team before the arrival of Vince Lombardi.
All the potential in the world but with not enough
know-ledge and how-to for executing the BASICS of their business and profession.
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Why have most lean manufacturing
transformations failed to pro-duce
best-in-class, manufacturing
companies?
A primary reason for failure is the ack of continuous
improvement of their successfully launched lean transformation.
Manufacturing is in a constant state of change. You can't just
effect a successful lean transformation and think that you have
become a best-in-class lean manufacturer.
Best-in-class, lean manufacturing companies
create a synergistic, win-win, workplace culture by continuously developing
self-directed work teams and empowering them to performance beyond all
expectations. They realize and accept the fact that to remain a
best-in-class manufacturer they must continuously improve their lean
manufacturing transformation.
Mastering the Basics of Lean Manufacturing
as presented via Bill Gaw's Lean Tutorial e-Library
First let me acknowledge that my tutorial e-library is not equal
to the depth of knowledge
presented by professional LEAN and 6Sigma certification
programs.
However, using my tutorial .ppt and .pdf e-Library for team training and
empower-ment can produce faster and better results.
Why? Because they focus on the 'how-to basics' via case studies
of my three successful transformation.
Mastering the 10-Basics of Lean Manufacturing
Many historic, recurring day-to-day problems (perhaps
the same pro-blems that plague your operation)
can be permanently eliminated by
a tenacious execution of my
10-Basics of Lean Manufacturing.
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10-Basics
for individual and team empowerment
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10-Basics for increasing speed
while improving
quality
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10-Basics for improving customer responsiveness
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10-Basics for
eliminating
non-value-added
costs
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10-Basics for tenacious
continuous improvement
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10-Basics for implementing
a point-of-use supply chain
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10-Basics for creating a fun workplace environment
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10-Basics for individual growth and
higher earnings
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10-Basics for achieving
best-in-class performance
I realize the
word "BASICS" is not very sexy. But it is a very
important thing to understand. Mastering best-in-class manufacturing basics of what has worked in the past establishes
the foundation
needed to successfully implement and optimize the change initiatives of
today and tomorrow.
The Library contains 10-e-Tutorials covering the 10
basics of Best-in-Class Lean Manufacturing with a total
of 357 charts and graphs with relevant case study narratives plus "lessons
learned."
Team leaders study their e-tutorials, print relevant
sections, and highlight passages that are important for understanding and
executing best-in-class, manufacturing change initiatives. The resultant
plans are used for guiding, empowering, self-directed teams to achievements
beyond expectations.
The
e-Library is
delivered via Internet in both .pdf and .ppt downloads
and can be installed on all Internet
devices and a company's training platform.
10-Basics of
LEAN Manufacturing as
presented via Bill Gaw's Back-to-Basics e-Tutorial Library
e-Tutorial No. 1: Strategic
Planning & Tactical Execution -
Strategic planning is a business process that many companies employ to identify their critical success targets that set the course for future growth and profits.
If LEAN basics are not in the plan as a strategic objective....
they will never produce to expectations.
e-Tutorial
No. 2:
Sales & Operations Planning
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Bringing sanity to
shop floor and supply
chain scheduling require continuously improving
the integration of sales forecasts, master schedules, MRP and
day-to-day scheduling.
e-Tutorial
No. 3: Point-of-Use Supply Chain Management
Companies
will never achieve their manufacturing expectations as
long as business leaders continue to talk about value-added supplier
partnerships, while continuing to deal with their suppliers as
adversaries.
Most
stockroom
are obsolete and huge non value added contributors. How and why
a point-of use supply chain is required for lean success.
e-Tutorial
No. 4: Information
Integrity
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Lean Manufacturing expectations will not be achieved when day-to-day
production and supply chain control systems are
driven by inaccurate, untimely and uncontrolled
Sales, MRP and engineering performance..
e-Tutorial
No. 5: Value
Stream Mapping
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Analysis of the processes which VS Maps
represent can help you increase customer satisfaction by identifying
actions to reduce process cycle time, decrease defects, reduce
costs, establish customer-driven process performance measures,
reduce non-value-added steps, and increase productivity are a few.
e-Tutorial
No. 6: Kaizen
(CI) Management
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Price Pritchett puts it this way," Without Kaizen,
you and your employer will gradually lose ground. Eventually, you’ll
be “out of business,” because the competition never stands still."
e-Tutorial
No. 7: Performance Management
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Financial numbers may tell us who's winning the war, but it takes a motivational balanced
performance measurement system to win all the battles along the way. Remember, without data...
management is just another opinion.
e-Tutorial
No. 8: Cycle Time Management
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If your business teams can handle only one strategic
initiative at a time, then let it be the implementation of a
cycle time reduction program. There just isn’t any other more
important program in our pursuit of profits.
e-Tutorial
No. 9: Sequential and Linear Production
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Companies will never achieve
their full growth and profit potential if they produce more than 25%
of their monthly shipment plan in the last week of the month or more
than 33% of their quarterly shipment plan in the last month of the
quarter. As companies struggle to remain competitive, one of the
strategies by which gains in speed, quality and costs can be
achieved is to implement and optimize sequential and linear
production processes.
e-Tutorial
No. 10: Empowered, Self-directed Work Team Development
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