Kanban: Gestión del stock

Control Visual Materiales

The Lean engines

How is Lean?

• Proactive
• Planned
• Foolproof
• Focused
• Improving
• Open-minded
• Cooperative
• Efficient
• Results oriented

Lean Techniques
Flow
Visual Management
Avoiding waste
Poka-yoke
Kanban

Lean Time Management

A current missconception (biased, at least) about the consumption of time is that estimation on the time "spent" is done by the output produced. In fact, as several other topics in Lean Management, VALUE, in capital letters is not about the total amount of products but  about global, timeless outcomes that we are capables to produce in the long term.
So time management shouldn't be to plan or control over the amount of time spent on specific activities to increase effectiveness, efficiency or productivity. Time isn't a resource for the process, time is a condition, a boundary and, because that, we must control it in a different way.

To sum up, when a process is being done, resources are expended during a period of time. The process lasts time, the point about time is done the actions in the right time to optimize the overall process.

To achieve that, activities have to be done in a especific order and last an optimum amount of time.

In the end, we can (and have to) arrange processes, but can't timeworking.

Thus, the lean time management principles derive from the fact that time is neither a input or a resource, time is a constraint and hence, we must be aware of the fact that we can't overcome the boundary of time.
Time has only one direction. It isn't reversible. We can modify other factors in order to archieve our goals but time can't be undone or altered.
As space.
Time and space can't be maximized in any way. We have not power on time (and only a limited so it refers to space) and hence is a misunderstanding talk about "time management".

let me think...

A3 Problem solving technique

A3 Problem Solving

Larry Rubrich A3 refers to a European paper size that is roughly equivalent to an American 11-inch by 17-inch tabloid-sized paper. The A3 format is used by Toyota as the template for three different types of reports:

• Proposals
• Status
• Problem solving

There is no “magic” in the steps through which the structured A3 Problem Solving template takes a team. These steps are basically:

1. Identify the problem or need
2. Understand the current situation/state
3. Develop the goal statement – develop the target state
4. Perform root cause analysis
5. Brainstorm/determine countermeasures
6. Create a countermeasures implementation plan
7. Check results – confirm the effect
8. Update standard work

These steps follow the Deming Plant-Do-Check-Act (PDCA) cycle, with steps 1 through 5 being the ”Plan”, Step 6 being the “Do”, Step 7 being the “Check” and Step 8 being the “Act”.

On the A3 template, the steps are typically laid out like this:

Surprisingly, the steps and the format look very much like templates created by U.S. companies in the 1980s and 1990s.

Ford Motor Company created an 8.5-inch by 11-inch 8D Problem Solving template:

Johnson Controls Inc. created a Problem Solving Document (PSD) that uses both sides of a form that folds to an 8.5-inch by 11-inch size, but it is larger than tabloid size unfolded.

If U.S. companies had the templates and knowledge of the problem-solving tools, why aren’t U.S. companies better problem-solvers?

The answer is that when most organizations start their lean implementation, they jump to using the lean tools. However, there are four components of a lean implementation: lean planning, lean concepts, Lean tools and lean culture. All four of these components must be implemented in parallel. The lean tools are ineffective without the support of a developing lean culture.

The Four Components of Lean

This supporting lean culture is highlighted by how Toyota views problems:

• Problems are seen as opportunities to improve their processes and, ultimately, their products.
• The people assigned to solve the problem view the assignment as an opportunity to improve their problem-solving skills. They understand that they learn more and become a better problem-solver each time they perform the process.

In Toyota, no problem is a problem!

Compare this to how a typical U.S. company associate views problem-solving. We view it as a burden or maybe even a punishment. We get through it so we can check it off our to-do list.

A3 is a structured and very useful problem-solving template. To be successful, this template must be supported by a lean culture that changes how we view problems. Otherwise, A3 Problem Solving will just join the list of “programs of the month”.

The lean path

I think there is very often a misunderstanding with lean approach to excelence.
I we have discussed before, to detect and do away with waste is only the warm-up to act lean, to add-value.
So, although is easy to do, we have to give away elimination of waste because there is a point where we don't carry on adding value while eliminate waste. Unlike that, at these point, we remove the sources of waste yielding value.

This way we become proactive rather than only re-active.

From other perspective, at that point we start thrive, innovate, excel, and lead ...we must reach beyond effectiveness toward greatness.

And this behavior is truly lean, while difficult, demanding and uncertain.
And behaving that way we carry on the lean path.

Remaining question is What's the paradigm of the lean transformation?
Because it is not to set up anorexic organizations.

Neither is to manage through a cluster of management techniques...
What is the end?
Where does the path lead us?

The never ending journey.
This mi idea: There is two moments in the lean implementation:
The first step from the scratch to the lean status. At the end, organizations are approved to entry to the playing field, this is it: they become World Class.
And the second step is the usual final step in every lean tranformation: estandarize, maintain and sustain. The great process, the great success.

In my opinion, a lot of organizations are climbing the first rung of the ladder that leads to excelence... but many of them will be stuck to this task forever. And  only a hanful of them will get the Paradise: the place in wich existence is positive, harmonious and eternal. In paradise there is only peace, prosperity and happiness. At Toyota's Side.

Reducir el Plazo de entrega

Lista medidas para mejora Lead Time

1. Consolidar fuentes en la cadena de suministro

2. Establecer servicios de suministro de subconjuntos ("kitting")

3. Externalizar la elaboración de productos semielaborados (fases o subconjuntos)

4. Transformar discretos (discontinuos) en piezas estándar

5. Distinguir tiempo de proceso de ciclo de pedidos

6. Simplificar los procesos

7. Identificar y eliminar las actividades que no añaden valor (desperdicio)

8. Establecer y consolidar el flujo

9. Estandarizar

10. Empleados polivalentes

11. Mejorar el recorrido en la fábrica (layout)

12. Plan de mantenimiento (TPM)

13. SMED

14. Control visual

15. Visión integral de la cadena de suministro (supplier partnership)

16. Reducir variacion

17. Automatizar pedidos (eliminación filtros e intervenciones)

18. Heijunka

19. División de procesos

20. Kanban crucial

21. One piece flow

22. Sincronizar procesos

23. Regular la producción con los cuellos de botella (Buffer)

24. Aumentar estoc de seguridad (o bien el stock total)