Lean cycle 3

Caveat:   Blitzes are all too often un-targeted, .  done with little concern as to the overall impact on the total company.   The results of such un-focused blitzes typically have a significant local impact, microcosms of excellence , but little or no impact on overall company well being.   See “Solutions Looking for a Problem” below.

  • Blow-Through BOM’s (Bills of Material):   Many “assembled product” manufacturers need to maintain subassembly identity, and/or control configuration, for replacement parts.   In these circumstances, rather than have a flat bill of material, it is much more practical to continue to show all subassembly levels on the bill of material. A “Blow Through” level, allows the subassembly’s parts to be called out, for kitting or backflush purposes, on the next higher level assembly.   The MRP algorithm “blows through” .  treats the subassembly’s parts as if they were called out on the next higher-level assembly.
  • Boom-Bust Cycle:   Some Causes:   I just got off the phone with a steel finishing plant / distributor.   He said that their on-time delivery performance was terrible, and that their lead times had extended considerably.   When I mentioned some ways to fix this issue, his response was classic:   “The customers have learned to expect it”   “We can’t turn down orders.   We just promise what they want to hear, then beg forgiveness.” And what do the customers do in these situations?   You’ve go it!   They double order.   They order high “just in case”.   They ask for it early, knowing full well that it will be late.

    Facilities (land, buildings, equipment) provide the physical capability to add value and create products. The most common manifestation of facility planning (or lack thereof) is the Plant Layout . An effective layout incorporates and enables the manufacturing strategy on which it is based. Lean strategy starts with workflow and workflow is the result of process and layout. Mr. Lee has authored two books and many articles on Plant Layout and Facility Planning. His approach is organized, practical and systematic.

    "Fortune" A new and coherent thesis about automotive production...[the authors] back up their conclusions with unique statistical measures that are authoritative, extremely timely, and highly revealing. Think of this book as another step in the decade-long process of getting the attention of recalcitrant mass producers.

    Philip Caldwell Chairman and CEO, Ford Motor Company, 1980-1985 Truly remarkable....The most comprehensive, instructive, mind-stretching and provocative analysis of any major industry I have ever known. Why pay others huge consulting fees? Just read this book.

    Richard J. Schonberger Author of "World Class Manufacturing: The Next Decade" The manufacturing book of the nineties.

    "Automotive News" This is a book of great understanding, and of hope. It shows how to create an industrial world in which workers share the challenges and satisfactions of the business. It's a world in which assemblers communicate with suppliers and dealers in a way that improves life for all of them. Read it.

    Peter F. Drucker Author of "The Post-Capitalist Society""The Machine That Changed the World" is a very important book. I am impressed.

    "Business Week" The best current book on the changes reshaping manufacturing, and the most readable, too...conveys a very human sense of managers constrained by limited resources yet trying to do better.

    "Financial Times" A revealing and compellingly readable account of Japan's achievement in revolutionizing manufacturing....An eye-opener even for those who already knew Japan didn't do it all with robots.

    Progress in manufacturing is measured by the production of high quality goods. The unit of progress for Lean Startups is validated learning-a rigorous method for demonstrating progress when one is embedded in the soil of extreme uncertainty. Once entrepreneurs embrace validated learning, the development process can shrink substantially. When you focus on figuring the right thing to build-the thing customers want and will pay for-you need not spend months waiting for a product beta launch to change the company's direction. Instead, entrepreneurs can adapt their plans incrementally, inch by inch, minute by minute.

    Ries and others created an annual technology conference called Startup Lessons Learned which has subsequently changed its name to the Lean Startup Conference. [32] Lean startup meetups in cities around the world have garnered 20,000 regular participants. [6] The first lean startup meetup named Lean Startup Circle was created by Rich Collins on June 26, 2009 [33] hosting speaking events, workshops, and roundtable discussions. As of 2012, there are lean startup meetups in over 100 cities and 17 countries as well as an online discussion forum with over 5500 members. [34] Third-party organizers have led lean startup meetups in San Francisco , Chicago , Boston , Austin , Beijing , Dublin , and Rio de Janeiro , among others—many of which are personally attended by Ries—with the Chicago and New York City Lean Startup Meetups attracting over 4,000 members each. [35] The Lean Startup Machine created a new spin on the lean startup meetups by having attendees start a new company in three days. [36] As of 2012, the Lean Startup Machine claimed to have created over 600 new startups this way. [37]

    Lean cycle 3

    lean cycle 3

    Progress in manufacturing is measured by the production of high quality goods. The unit of progress for Lean Startups is validated learning-a rigorous method for demonstrating progress when one is embedded in the soil of extreme uncertainty. Once entrepreneurs embrace validated learning, the development process can shrink substantially. When you focus on figuring the right thing to build-the thing customers want and will pay for-you need not spend months waiting for a product beta launch to change the company's direction. Instead, entrepreneurs can adapt their plans incrementally, inch by inch, minute by minute.

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