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How could we use this in POD for example? Obviously, the manufacturer has taken an existing batch process, moved to single piece flow and seen tremendous results. The benefits are clear. Reduced inventory and faster delivery times. This alone will make any manufacturer more competitive. But lean doesn't stop here. Any process can be optimized and, when cost and space allows, moving to a flexible work cell is the logical next step.

Lean manufacturing often focuses on the processes and employees. True lean manufacturing takes the entire facility into consideration. You cannot achieve your goal without looking at the equipment you are using. Here are some tips for optimizing your plant and leaning out your store of equipment.

The Theory of Constraints is a methodology for identifying the most important limiting factor (i.e. constraint) that stands in the way of achieving a goal and then systematically improving that constraint until it is no longer the limiting factor. In manufacturing, the constraint is often referred to as a bottleneck. The concept takes a scientific approach to improvement and hypothesizes that every complex system, including manufacturing processes, consists of multiple linked activities, one of which acts as a constraint upon the entire system.

How to cust training video cost for in-house training and onboarding potentially 80%! In this example, Lean Manufacturing videos are used. One can apply the training delivery approach to any topic.

When I asked the president at Anvex how he trained his managers, he answered, "Every manager must work inside the manufacturing process for a period of time. It is important for them to understand how their decisions within their department will affect the rest of the organization, otherwise it is impossible for them to make assertive decisions. Every single manager knows perfectly well what happens in each process because their desks are in the middle of the operation. This way they know when something happens as it is happening and not hours afterward. We do not have offices, they are not considered necessary. Private issues or problems are handled in conference or training rooms."

This is completely true. You need to know and understand for 100% all the processes in your manufacturing process.

As part of our onboarding process every person needs to spend time in the Mfg areas. I think we could widen this and say they need to spend time in each operation area. When I worked at L&L this was a requirement before you could actually begin the job you were hired for.

a look at the companies leading the way in lean manufacturing that includes GM, Kellogg and Lockheed Martin

That would be Grrrrrrrrrrrrreat!

I'm having trouble putting "Frosted Flakes" and "Lean" in the same topic.

Reducing machine down time is the main goal of set-up reduction. However, reducing set-up times will boost your company's capacity, increase your manufacturing flexibility, and help increase overall output.

A future read?

5S is the systematic integration of all of the facets of manufacturing in the workplace in a manner that assures the best cost, optimum flow, perfact quality and absolute safety.  As this chart shows, straightening and sweeping is nothing more than a superficial, final step after the work place has been holistically designed and put in place.

Might be a good video to watch for those in a non-manufacturing environment.

Specifically, Karen and I have an excellent discussion related to the traps many practitioners fall into when working with value stream maps as well as how, and why, this tool is being used by many non manufacturing focused organizations.

It is said that performance is related to housekeeping and workplace organization. It is a first step to improving operating results. The 5S Tool is a common sense approach to improve the visual control in the workplace. The decision-making process usually comes from a dialogue about standardization, which builds understanding among employees of how they should do the work. It can apply to both manufacturing and the service setting.

In an interview with CBS News, Musk seems to be having a change of heart and perspective. He referred to the environment as "production hell," as frustration has risen over the Model 3. Musk now feels that the robotics in the Tesla plant have actually complicated things and has caused the delays in production. During the interview, he states that he will be scaling back on automation and depending more on the "human" touch and feel for auto production. For some, this has not been shocking news or an over-statement of the issues. 

One of the foundational principles of kaizen is that one takes many small steps toward the ideal condition, continually. The strength of this approach is that by keeping the steps small it is both psychologically and physically easier to take action, causing a positive feedback loop as people are encouraged to take more small steps. However there are also weakness with kaizen as improving in small steps.

Great article on problem solving

Too often the principle of flow and pull is seen as applicable only in a manufacturing environment. In fact, the principle can be applied in many different ways. On a recent trip to Kenya I had the pleasure of experiencing the "Matatu" bus service in Nairobi. It really got me thinking about the principle of flow and pull. 

A good test of whether something is overproduction or overprocessing is to question the reason why the waste exists. Overproduction is often a conscious act of producing more than necessary in order to hedge against future failures, maximize the output or utilization of a resource, to keep busy when there is no other work to be done, or just because you had a pot that served 6 when you were making dinner for 4 people.

When we start removing the 8th waste, stop ignoring people as idea generators, listen and put into practice their kaizen suggestions, we are engaging more of a person's potential. It is an quantitative improvement. Instead of only physical ability or trained-in job skills, we are making use capacity for creativity, problem solving and so forth.

Skip it. Avoid it. Leave it out. Never touch the stuff. Don't be tempted. Stick to the story. Succeed through subtraction. This man is a lean thinker. And he bears an uncanny physical resemblance to both John Shook and James Womack, after they borrowed some hair from Mike Rother. If Elmore Leonard cared what a gemba walk was, he might say something like this: