In the world of Lean manufacturing, continuous improvement is the name of the game. Lean principles aim to optimize processes and reduce waste, ultimately leading to increased efficiency and improved quality. One invaluable tool in the Lean toolbox is the Hour-by-Hour (HbH) board. This visual management tool plays a pivotal role in tracking performance, enhancing communication, and facilitating real-time decision-making within the manufacturing environment. In this blog, we'll dive into the background and the numerous benefits of the Hour-by-Hour board as a Lean tool.

Introduction

Maintaining a clean and organized living or working environment is essential for productivity, safety, and overall well-being. The 6S method originated in manufacturing but has been effective in other settings as well. We’ve outlined a highly level overview of the five key steps in our first blog of this series, with a follow-up blog on the difficulties of sustaining it. In this blog post, we will delve into the importance of sustaining the 6S method and provide you with practical tips to help maintain the gains achieved through the previous steps. But first, a refresher on the updated Six Steps:

Introduction and Background:

Kamishibai (pronounced ka-MEE-she-bye), a methodology originating from Japan, combines storytelling and visual management to revolutionize auditing processes. Inspired by traditional Japanese street theater, Kamishibai harnesses the power of visuals and the concept of "gemba" to conduct audits at the workplace. Organizations can streamline their auditing efforts by employing cards on boards and driving compliance, transparency, and continuous improvement.

In the realm of problem-solving methodologies, the A3 method stands out as a structured and efficient approach to tackling complex challenges. Originating from the Toyota Production System, this problem-solving technique has been widely adopted in various industries and organizations worldwide. In this blog post, we will explore the need for the A3 method and its significant benefits to individuals and organizations.

The effect of economies of scale is well-established and important for businesses. It is the principle behind the “learning curve effect” and the strategic value of gaining market share.

In an earlier blog post, we said that defect prevention depended on understanding the root cause(s). Because this is such an important part of the problem-solving process, let’s explore it further.

There is a lot of talk about how difficult it is for businesses to find and keep workers. Whether you call it “The Great Resignation” or another term, something is clearly happening. The sixty-four-thousand-dollar question is, “What’s driving this?”.

Have you ever wondered where all the overhead in your business is coming from? Transaction costs might be to blame, but luckily there are things you can do to minimize these. Lean methodology holds the keys to reducing the most readily addressable issues affecting transaction costs in your business.

You’ll sometimes hear inventory referred to as “crystallized capacity,” the idea being that when you have limited capacity, building inventory is a solution that helps you meet customer demand. The typical example is a seasonal business, like a manufacturer of skiing equipment. 

Value stream mapping seems like a cryptic artificial constraint to the outsider, but it can actually be a powerful tool for your business. If you get past seeing this as a documentation exercise and explore the possibilities it exposes for operational improvements, you’ll see how a value stream map is worth your time.

Many people know about the two pillars of the Toyota Production System (TPS): just-in-time and jidoka, and they probably know the two principles of TPS – continuous improvement and respect for people.

In this blog, we’ll provide a solution to a common problem across all industries: insufficient standardization, leading to quality issues and inconsistent throughput rates.

Want a real challenge? I challenge you to find a factory with more than 20 people that doesn’t at least try to apply 5S.

Lean companies talk about “respect for people'' as a key piece of the Lean mindset, but what does it mean? It means that those who are closest to the process and add value are the true experts when it comes to rapid and sustained kaizen and that the role of managers is to develop and empower them. 

While piecework is not as common as it used to be, perhaps you’re wondering if it would work in your business. For Lean practitioners especially, it’s important to consider how this would impact the culture of your workplace. Will workers still function as teams? Will productivity change?