Gemba Academy Blog

Blog Archive

Throughput, Bottlenecks, and Capacity: It’s All in the TPCBP

By Jon Miller - July 30th, 2004

One of the most under-appreciated items in the Lean tool bag is the Table of Production Capacity by Process (TPCBP, also known as Process Capacity Table). This one-pager can define the theoretical maximum output of any process by takin

Lean Fundamental: Do Today’s Work Today

By Jon Miller - July 28th, 2004

Recent examples from clients struggling with non-Lean scheduling methods reminded me of the importance of a fundamental principle of Lean – “do today’s work today”. This means no late deliveries, capacity equal

Sustaining Results in the Lean Office

By Jon Miller - July 27th, 2004

During a recent Lean Office seminar, audience members were interested in the question of how to sustain office kaizen results. As in any type of kaizen, a lot of things have to go right before results achieved during one week of intens

Lean Customer Service

By Jon Miller - July 26th, 2004

There’s an often-cited Harvard Business Review statistic that goes something like “Developing a new client relationship costs between six to eight times more than maintaining an existing relationship”. Spending six ti

Questions from the Field #3: Lean Engineering

By Jon Miller - July 21st, 2004

And the third question on Lean applied to engineering… 3) When a process is very detailed, what is the best way to map the process so that it does not get too complicated with too much detail? There is detail and there is complex

Questions from the Field #2: Lean Engineering

By Jon Miller - July 20th, 2004

Second in the series of questions on implementing Lean in engineering… 2) How do we run to a variable Takt time, and are there other ways to pace or level load work flow? If Takt time varies due to variation in demand, there are

Questions from the Field #1: Lean Engineering

By Jon Miller - July 19th, 2004

We received several good questions from a manager of System and Process Improvement attempting to do kaizen in engineering. She saw the tremendous wastes (Lean opportunities) in the engineering department, but was having limited succes

Quality & Law Enforcement: Detection vs. Prevention

By Jon Miller - July 15th, 2004

During a kaizen workshop the kaizen team identified the lack of value-added content in a final inspection process. This lead to an interesting comparison of quality systems that do not practice Lean manufacturing principles, with the A

Kaizen Events Build Buy-in

By Jon Miller - July 13th, 2004

During a dinner meeting I had the chance to exchange views on the progress of the Lean effort at a client company with the President. They are early in the process, having trained all employees and having done two kaizens and are on th

Kaizen is Like Climbing a Mountain: Drive Stakes in Along the Way

By Jon Miller - July 12th, 2004

The team leader of a kaizen project, we’ll call him Tim, was very disappointed in the weeks immediately after a kaizen. Tim was the supervisor of the area, and when he checked in on the machine operators he found that there was i

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