Standardised Work

Title	Description
Standardised Work	Standard work is a combination of actions performed by humans and machines carrying out value-added work in an efficient way in the right sequence & right time, enabled by material & information flow, using the right tools as required. It is the foundation for a lean enterprise. Introducing the principles and benefits of standardised work. After taking candidates through the process steps participants are encouraged to review their work area and create standard work charts for processes
Cell Design	Reduce waste by reducing defects that result from processing and product changeovers. Since products or components move through a cell one piece at a time, operators can quickly identify and address defects. Production equipment is sized to work best for the specific product mix being produced, as opposed to the equipment that would meet the largest possible projected production volume. Production layouts typically require less floor space for equal levels of production ("this is a factory, not a warehouse"). Reductions in square footage can reduce energy use for heating, air conditioning, and lighting.
Golf Scoring (Ergonomics)	Lean and ergonomics can be used in service and administrative functions to increase process effectiveness. This module emphasizes the hands-on application of lean and ergonomic tools and techniques.

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