Lean production cycle

He serves on the advisory board of a number of technology startups, and has consulted to new and established companies as well as venture capital firms. In 2010, he was named entrepreneur-in-residence at Harvard Business School and is currently an IDEO Fellow. Previously he co-founded and served as CTO of IMVU, his third startup. In 2007, BusinessWeek named him one of the Best Young Entrepreneurs of Tech. In 2009, he was honored with a TechFellow award in the category of Engineering Lean Startup methodology has been written about in The New York Times, The Wall Street Journal, Harvard Business Review,Inc. (where he appeared on the cover), Wired, Fast Company, and countless blogs. He lives in San Francisco.

Frederick Winslow Taylor , the father of scientific management , introduced what are now called standardization and best practice deployment. In Principles of Scientific Management , (1911), Taylor said: "And whenever a workman proposes an improvement, it should be the policy of the management to make a careful analysis of the new method, and if necessary conduct a series of experiments to determine accurately the relative merit of the new suggestion and of the old standard. And whenever the new method is found to be markedly superior to the old, it should be adopted as the standard for the whole establishment."

Although we often think of physical inventories of product or work in process as useful for satisfying customer demands, lean thinking challenges this assumption. Instead, we should view inventory as money spent on partial work that generates no income until it is completed. Inventories hide problems, such as unpredictable or low process yields, equipment failure, or uneven production levels. When inventory exists as work-in-process (WIP), it prevents new orders from being processed until the WIP is completed. Although these concepts are most clearly identified with manufacturing processes, they persist in service processes, where inventory may refer to healthcare patients, hamburgers at a fast-food counter, or an unfinished swimming pool under construction.

The involvement of the operators in TPM just as in TQM shows itself through autonomous maintenance , independent maintenance carried out by the operators themselves rather than the traditional “we run the machines, maintenance fix them” attitude. The operators become responsible for the day to day maintenance of the machines with regards to things like lubrication and bolt tightening as well as in some case minor repairs and replacements. This frees the maintenance technicians to become more involved in making improvements to improve machines reliability and maintainability.

Lean production cycle

lean production cycle

The involvement of the operators in TPM just as in TQM shows itself through autonomous maintenance , independent maintenance carried out by the operators themselves rather than the traditional “we run the machines, maintenance fix them” attitude. The operators become responsible for the day to day maintenance of the machines with regards to things like lubrication and bolt tightening as well as in some case minor repairs and replacements. This frees the maintenance technicians to become more involved in making improvements to improve machines reliability and maintainability.

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