Machine Availability

Title	Description
Quick Changeover	Often a cause of high inventory and high rework is the perception that large batches are economical due to the time required to changeover machines from one product to another. Quick Changeover or Single Minute Exchange of Dies guides participants through the process of dramatically reducing the time required to set-up a machine for a different product. Supported by a practical example of equipment study from the shop floor.
Overall Equipment Efficiency	The aim of OEE is to help in the identification, classification and systematic elimination of common sources for productivity losses. OEE measures the losses from line downtime that affect equipment "Availability", speed losses which affect "Performance" against designed speed, and defect losses which are the result of quality problems.
Total Productive Maintenance	TPM includes autonomous maintenance by operators, Overall Equipment Effectiveness (OEE), etc. This training material also describes the different phases of TPM, the steps to take in order to implement TPM successfully. It provides guidance as to how to identify areas of focus at various aspects, and steps to undertake in order to achieve desired objectives.

Dieting and Lean, different story same outcome
17/04/2010
Whilst out with friends at dinner the other day the conversation turned to diets. Turned out that at our table of eight people five of them were on one sort of diet or another. As I listened to the conversation it became apparent that most had been on other diets before with varying degrees of initial success but after a while the initial weight was regained, sometimes with an extra kilo or two.

Now I don’t profess to have an expertise in this field although I have always wondered why, if any particular diet works, there are so many others?

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The Lean Toolbox
02/12/2009
This article first appeared in the Quality Digest Magazine. The author makes a very important point about how just having lean tools does not support a lean change.

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You only get what you measure
24/11/2009
If you truly do get what you measure it is interesting to note that many traditional organisations rely on metrics that are focused on operational features like cost of labour, raw materials and production output vs. sales projection or forecasts. Making decisions in the current business climate on such narrowly defined operation factors, see examples in Table 1, could prove disastrous.

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Enabling Excellence