Articles Tagged with ''lean manufacturing''

Lean and agile are well recognized in the manufacturing sector and in the quality community. Like many quality methodologies, lean and agile work in tandem and separately, depending on an organization’s needs. Where do these methodologies meet and diverge, what are their driving principles, and how you can add them to your toolbox (or convince others to do so)?

In the previous article, we touched upon NDT 4.0 and provided a glimpse into what it is and how it is transforming industries around the globe. Now we will dive into a segment of NDT 4.0, automation, and look at some examples that highlight how it is changing companies for the better.

5S involves five terms that can help businesses organize their workplace operations.

Quite often in manufacturing, an inspection department is treated primarily as a necessary overhead expense required to assure compliance to customer specifications. Sometimes an inspection department may also be treated as a profit center for compliance to a variety of test protocols dictated by external agencies, or perhaps internal procedures to demonstrate traceability to certain quality standards. 

Garbage in, garbage out. It’s a term born in the early days of the computer and computer programming. The phrase, and its popular acronym, GIGO, are said to have been taken from the business strategies of LIFO and FIFO—last in, first out and first in, first out—as it pertains to inventory management.

“Lean isn’t going to help you if your quality is bad. Why just make bad stuff faster?”

Quality sat down with Eric Hayler, past chair of ASQ and Lean Six Sigma Master Black Belt, BMW Manufacturing, to discuss his work as ASQ’s 2017 chair and his work now as past chair.

It did not happen quickly but advocates of Six Sigma and lean methodologies have worked together to achieve a partnership of both approaches.

Lean and agile can work alone but they can be very powerful together. Reducing waste keeps your company sustainable. Being agile keeps your company ahead of the competition.

To be Lean, in process improvement speak, is to maximize customer value by eliminating waste. This means that an organization can create more value for customers with fewer resources if they can understand customer value and focus key processes to continually improve.