Push and pull models of manufacturing are two major approaches implemented by organizations. The decision on which approach to use is often based on their business strategy. Push and pull-based models in manufacturing starts at the planning phase and continues through the execution stage.

Watch this informative video on Push/Pull Production!

https://youtu.be/a7YvJB0n16I

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In Lean production, it is commonly understood to use pull production instead of push production, which is implemented with a Kanban system. But what makes the pull production system the way to go?  Why not use a push production system? For most, the answers are about as clear as muddy water.

A pull production system simply limits the amount of work in a process which can be in the system. Work methods that use pull systems allow people to manage the flow of resources by limiting work in progress and allowing those doing the work to focus. They are driven from a high level that strictly focuses on capacity and material based on actual customer demand. Pull production design is perfectly balanced due to the demand placed on the organization. They are designed to be agile, with the ability to quickly respond to any changes in customer demand. It is often referred to as a Kanban’ system, which is a method for planning, executing and replenishing inventory that allows for greater control.

Push production revolves around extensive planning and forecasting. It does not have limits on the amount of work that can be in the system. The common assumption in a push production system is that everything remains constant. Everything that is required for capacity is on hand, which includes inventory and support staff. Even though it seems agile and proactive, in reality it is not. Often, pull production becomes obsolete before being executed because of the every changing market environment and customer demand. It is slow to adjust to these variations in a manufacturing environment.

While push production is heavily front loaded with planning and forecasting, pull production is agile and customer demand focused. It remains flexible enough to meet ever changing market adjustments and customer demands.

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The concept of collaborative leadership seems foreign to some professionals new to a leadership role. Most newly anointed leaders anticipate an environment where they are streaming orders down the line and their staff are jumping into action. Things are getting done as long as they seem to be in control, barking orders and expecting complete subordination of their authority.  It is an idealistic world that truly only can be successful in the most limited environments or in times of life-or-death situations. The practice of collaborative leadership can be crucial in times of uncertainty or turbulence, but is also a driving element in the lean manufacturing environment. Simply put, it creates a collaborative environment where people can unite with purpose, with clear vision and a solid set of values.

Leaders practicing in an environment of collaborative leadership have a purpose and vision, with character and values that are unwavering.  These elements blend together and create passion, but that passion must begin with the leader. Others will not follow a leader that lacks passion, simply because they lead by example. This element of passion in leadership creates the spark that drives others to initiate actions independently and step up to the challenge.They are will to take on ambitious responsibilities and accept the risks associated without  fear.

The elements of purpose, character and values brings a leader forward in the work environment. One of the hardest lessons learned in that environment is that they are really never in control. It is understood that people comply with authority when the leader is present. The real key to success is what they do in the absence of authority. Collaborative leadership principles demand leaders that can lead without the safety net of a title, position or authority of a superior. This doesn’t mean that you cut deals or accept substandard performance. It simply means that your drive, passion and commitment inspire others to follow your lead. 

Finally, collaborative leadership focuses on developing people and other leaders at all levels. It instills the concept that everyone is a leader.  Everyone has voice that is respected and that they are expected to take the responsibility for their actions. This means that mistakes are no longer there to be documented and considered as punishable infractions. They become opportunities for learning and development. You must take your people outside of their comfort zones and encourage them to succeed.

There are many elements involved in collaborative leadership. They require a leader to give up their authoritative tendencies, get out of their office and join the work environment they are responsible for. It requires character, passion and the establishment of trust. It is truly the foundation of a successful team and the collaborative process. It is all about the people. 

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It is said that somewhere between Point A and Point B lies the truth. Finding that elusive point of fact is one of the most challenging opportunities in quality management. Everyone has their view of how things are and their opinion is what they perceive to be the truth. If you ask ten different employees why they all complete the same task, you will get ten differing opinions. Each opinion will be fully supported by what they perceive to be the facts. Unfortunately, in most cases, you get ten different opinions that are just slightly different than the fact you are seeking. Nobody will be intentionally deceiving you, and they are confident that their facts are the truth. It is simply human nature. However, for businesses to be successful, they must operate on facts and not perception of fact. Getting to the facts is the goal of using the RCA.

Root Cause Analysis (RCA) is a valuable tool in quality improvement for identifying the underlying causes or facts of a issue or incident so proper solutions can be identified and implemented. It is a tool designed to identify not only what happened and how it happened, but also why. When you truly able to determine the facts of why an event happened, then you be be able to apply workable corrective actions to prevent future events. Some organizations mistakenly interpret the term root cause’ to mean there is one root cause of an issue. Nothing could be further from the elusive truth. Focusing on one cause can easily allow you to implement a solution that misses the problem all together. The root’ of a plant is not singular, so the root cause of a problem typically is not singular. 

RCA Cause Mapping Method

Define – What is the problem? Define the issue or event by the impact on the goals.

Analyze – Why did it happen? Use a cause map to visually represent the issues.

Solve – What will be done? Make effective solutions that change how the work is executed.

The most effective cause map is a simple one, which illustrates the how and why an incident or event occurred. Begin the exploration of the 5 Why’s and expand that into as much detail as necessary. The more complex and challenging an issue, the more times you ask why. The RCA cause map will allow you to understand the issue and create a visual dialog. It will show where there needs to be a bit more exploration of the roots to find the truth.

An effective RCA process moves past the typically excuses of human error’ and procedure not followed’ that many organizations tend to use as excuses. It is a deep dive that can result in true quality improvement for the organization.      

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The function of recognizing all demands for goods and services to support the marketplace. It involves prioritizing demand when supply is lacking. Proper Demand Management facilitates the planning and use of resources for profitable business results.

Enjoy this educational video on Demand Management!

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Heijunka is the Japanese term for leveling. It is a technique for reducing unevenness (Mura) which in turn reduces waste (Muda). It is crucial to the development of production efficiency in Lean manufacturing. The goal is to produce goods at a constant rate so that further processing may also be carried out at a constant and predictable rate. 

Check out this informative video on Heijunka!

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After value streams have been solidified and embedded, Heijunka is a crucial process implementation in every successful lean organization. Heijunka quickly and elegantly helps organizations meet demands while reducing waste. By definition, it means leveling’ and enables production to efficiently meet customer demands while avoiding batching and results in minimum inventories, capital costs, manpower, and production lead time through the whole value stream. It truly is the key to stability.

Since the beginning of mass production, the technique of batching has been used to produce large lots of products, typically, without taking into consideration the demands of the customer. Output not purchased by the customer, is then placed into inventory for future use. This results in uneven product quality, overworked equipment and personnel, thus creating waste. Ultimately, manufacturers experience confusion and disorder because customer buying patterns are never consistent. In addition, when goods are placed into inventory, profitability is adversely impacted.

Heijunka helps organizations avoid these types of waste and inefficiencies, bringing production closer in line with customer demand. That type of flexibility in production allows organizations predictability and stability, thus experiencing better average production volume over the long term.  By adjusting production to mirror customer demand as closely as possible, waste and inefficiencies can significantly be reduced. When organizations make all product types and maintains a small inventory buffer throughout a year, there is greater flexibility to meet changing customer demand patterns. The buffer inventory will be liquidated during the year and production will be able to meet periods of peak demand and erratic customer purchasing.

It is understood that manufacturers exist to meet customer demands, with the highest possible quality product and maximizing profitability in operations. Understanding that customer buying patterns vary, Heijunka can closer mirror those needs to efficient production. This allows fulfillment of customer needs and significant reduction of waste in the manufacturing process.

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“I say an hour lost at a bottleneck is an hour out of the entire system. I say an hour saved at a non-bottleneck is worthless. Bottlenecks govern both throughput and inventory.”

Eliyahu M. Goldratt

There can be multiple causes of slowdowns and disruptions in workflow. One of the most serious causes can be bottlenecks. When efficiency is crucial to an workflow process, a bottleneck can significantly impact the bottom line and customer satisfaction of any organization. A bottleneck analysis offers an organization opportunities to improve efficiencies, customer satisfaction and ensure workflows at an even rate.

A bottleneck analysis is a detailed process where an organization gathers as much detailed information about the flow of a particular product or process. Specifically, data is gathered about the point(s) in the process where workflow is bottlenecking. This type of analysis can be done specifically to identify the cause of a bottleneck that is causing problems, or to learn about processes where a bottleneck is likely to occur in the future. The bottleneck analysis will provide important information about how things are done, and how they can be improved.

When performing the analysis, it is crucial to not only look at where the bottleneck is occurring, but the entire workflow process. This will give a better picture of what is really occurring at all stages of the process, along with what occurs just before and after the bottleneck. If a bottleneck early in the workflow process is eliminated, it may result in a new one forming further down the line. A properly performed analysis will not only help to find solutions to the existing bottleneck, but will also help to prevent new ones from forming. 

Preventing bottlenecks would be ideal to avoid having to manage and resolve them in the future. There are ways to work around them when planning the production environment. Giving employees free rein over minor decision-making will allow them to make the decision they feel is most efficient. Establishment of standardized exchanged protocols can minimize the potential for future bottlenecks to occur through minimizing downtime. 

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Elon Musk has taken Tesla on a path of innovation and success. With that success, they have also experienced setbacks and frustration for both the organization and investors. Musk has been emphatic about applying the concepts of Lean manufacturing to the Fremont plant. At the same time, he has also embraced the highest level of automation and robotics.

Watch this interest new video interview with Musk!

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The popularity of TPS and Lean manufacturing is fully entrenched in manufacturing on a global scale. The success of these concepts are indisputable. Like any other process, elements can be left out or overlooked. Jidoka is a crucial concept in both TPS and Lean, but is also a lost pillar within these practices. The importance of it cannot be understated.

Check out this educational video on Jidoka.

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We are proud provide you a recap of five of our most recent blogs for your enjoyment and reference. Please do not forget to dive into the archives from time to time and catch up on reading you may have missed!

Using Regression Analysis to Improve Cause and Effect Analysis

Understanding the Change Acceleration Process Model (CAP)

What Are the 5 Factors for a Successful FMEA?

What’s the Connection Between a Scatter Diagram and Correlation Analysis?

7 Steps to Better Benchmarking

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A smooth sea never made a skilled sailor.

• Franklin D. Roosevelt.

Human nature can easily slip into any root cause analysis (RCA) process. We want to take the easy way out in difficulty situations. It is hard to gather meaningful data, dive deep into a problem without prejudice and apply our reconciled notions as to what is correct and accurate. It is a trap that can easily be sprung on those who lack the will to face the hard truths of a situation.

Root cause analysis (RCA) is a systematic process for identifying the root causes of problems or events and an approach for responding to them. It is based on the basic idea that effective management requires more than merely putting out fires for problems that develop, but finding a way to prevent them. A focused RCA process helps organizations avoid the tendency to single out one factor to arrive at the most expedient resolution. It also helps to avoid treating symptoms rather than true, underlying problems that contribute to a problem or event.

All too often, a team will quickly jump to conclusions without having accurate data available. They have seen the problem before, so that must be what happened now. It makes things simpler to move straight to correction rather than deep dive into the problem. That is the human element that can steer us wrong. Assumption is dangerous and the facts can only be brought to the surface with solid data.

Jumping to conclusions and guessing can be dangerous. A guess should be based on the facts on hand. One or two facts alone may not lead to any conclusion, but taken as a whole, the facts may contain the key to unlocking the root cause. Such a guess should be viewed as a tentative hypothesis; assume it is true for the sake of testing, and then test the hypothesis. It is OK to be wrong in such situations because the testing may yield new information that drives the investigation forward.

Use Root Cause Analysis to Challenge

When you develop a hypothesis, you must challenge it! The typical response to developing a hypothesis is to energetically defend it. The most appropriate thing you can do with a hypothesis during a root cause analysis is to try every way possible to shoot it down. Look for the defects and errors. If it holds up to intense scrutiny, then you may just have a resolution. A strong belief in an incorrect hypothesis can lead to failing to identify the root cause, which in turn leads to a failure to implement the type of corrective actions needed to prevent a reoccurrence.

Root cause analysis should be driven by hypotheses that seek to explain the failure using both the evidence at hand, and new data generated though testing and evaluation. Take out the elements of natural human behavior to take the easy way out and listen to the hard truths. Don’t fall into the trap of easy and be challenged.

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Just like any other organization, healthcare organizations do their business through processes, and any process can be studied and improved using basic Lean Six Sigma methods. The core value stream is built around having a patient arrive, receive treatment (or not), and then leave. The treatments vary, and how the entrance and exit take place will change from patient to patient and facility to facility, but the basic flow of entrance treatment exit is universal to healthcare. If the core value stream of a healthcare organization is to function properly, there has to be multiple support processes. These include the administrative functions that allow the hospital to run effectively and the supply chain operations that provide the needed supplies and equipment. Once you start looking at these processes, it becomes clear that there are many opportunities for applying Lean Six Sigma principles to make improvements.

Watch this informative video on healthcare application of Lean Six Sigma.

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As the global population continues to grow and the effects of climate change impacts our food sources, it has become crucial for forward-thinkers to better understand more efficient ways to feed people. Of course, when you think of a practice that is the cornerstone of efficiency, you could easily go no further that lean manufacturing and the Toyota Production System (TPS). These principles and practices have been well established and proven to be effective across all industries.

So what about agriculture and lean farming? For almost a decade, a farmer in northern Indiana embraced the principles of the TPS and apply them to lean farming. The farmer is Ben Hartman and his techniques have revolutionized farming. Through the practice of lean farming, Hartman has significantly cut his worked hours, shrunk the size of his farm and increased his income. Understanding that the first Toyota workers were previously rice farmers, Hartman knew he was on to something special. They brought the practices of the rice field onto the factory floor of Toyota. Japanese rice farmers were known to be very efficient in their processes. They had to redesign their farms to feed a growing Japanese population while optimally utilizing precious land that was available. You could easily say this was the perfect example of lean farming. Hartman understood kaizen and the principle that there is no perfect system or final solution, just continuous improvement. They did not seek to grow the perfect tomato. Instead, they have sought to cut more and more waste every year from production and align more and more closely with customer’s expectations. Hartman has shrunk the size of his operation, and every time he has gotten smaller, his profits have significantly increased.

To learn more about lean farming and and Ben Hartman, check out his books The Lean Farm Guide to Growing Vegetables and The Lean Farm.

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Are you ready for the Super Bowl? Later this week, there is going to be over 100 million people tuning into that uniquely American sporting event. Friends will gather, grills will be lit and drinks will be chilled all to cheer for their favorite team in the ultimate sporting challenge. You can guarantee a large number of those fans will be enjoying the game from the comfort of their La-Z-Boy recliner. You can also bet that La-Z-Boy has been spending their season preparing for the NFL season and the Super Bowl with the same eager excitement as the fans, through the use of lean manufacturing principles and practices.

La-Z-Boy Inc., is one of the largest furniture manufacturers in the US, employees 8,950 staff worldwide and reports sales in excess of $1.5 billion. Beginning in 1927, the founding partners invested in a small furniture business in Monroe, Michigan. Their goal was to design a chair for people to take advantage of nature’s way of relaxing. The initial production model was a wooden slat porch chair with a reclining mechanism which allowed the seat to move forward as the back reclined. Soon, they were manufacturing an indoor version which was upholstered.

The organization takes pride in its ability to deliver custom furniture to the consumer consistently in four weeks or less. That’s no small achievement, considering that consumers can choose from approximately 175 furniture styles and almost 1,000 fabric and leather coverings. Their five assembly plants are operated using lean manufacturing principles, which position them well in such a highly competitive environment. The La-Z-Boy supply chain has been identified as one of the most capable in the industry, and customer satisfaction remains high through their efforts and attention to processes. Not only are their lean manufacturing processes both agile and efficient, they are safe. Three of their operations set industry records in 2017 for safety and their flagship operation in Dayton, OH exceeded 10 million hours without a lost time accident.

So, when you sit back and relax on a La-Z-Boy for the Super Bowl, know that you are relaxing in a product that is manufactured by true lean professionals whose focus is your comfort.

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