unnecessary activity - factory: check the product produced by the previous droite session, droite b

Since we have three weeks of the blog, and as a new joke every newborn, I think readers are among those who have no clue what those losses amikről I named my blog, and why there are seven of them, like the wicked.
For his sake I start now an eight-week series, in which a loss to "take over" every week. And why only 7 losses fit eight weeks? It will turn out in the eighth droite week.
This group was first identified seven losses at Toyota, Taiichi Ohno's leadership. Toyota wanted to be in the lead car manufacturers, so we had to pörgetnie the manufacture, however, and you just wanted to produce, when and where the customer is requested. This is all the more he wanted to do it because Japan resources droite was a poor country, so then usual American-style mass production (from the 40s, 50s are concerned) was not able to introduce, in addition to the requirements of the Japanese others were like Americans.
Ohno was it was a problem, he will have seen great momentum in the manufacturing processes droite átszabásának. He soon realized that the slow production, excess inventories, and rejects many of the other problems that usually occur in a factory, called the losses caused by what he categorized into seven groups above. (In addition, of course, Ohno much everything figured out, that's why we call him lean his father.)
Only in the last few decades is spreading droite that lean services and office work processes can be interpreted and applied. Unfortunately, even today there are opinions - of course not in the lean professionals - that lean is only applicable factory production, while others have not, and only within the automotive industry. Typical sentence. "Lean is not working with us," droite That's not true.
Lean works everywhere. Factory, local government (lean government), health care (Lean Healthcare), banks, and even can be used many elements of the method droite at home. English names in parentheses are not accidentally wrote down these areas especially in America have made progress. Sub-Areas droite (eg. Health lean) or read blog, of course, droite English.
unnecessary activity - factory: check the product produced by the previous droite session, droite before we would continue to work with him - the office: a data twice - to be applied - up to two different systems
Unnecessary movement - factory: droite the product must be manufactured from one end to the other over to be able to continue to work on it - the office: far away from the printer, droite fax; Have the documents are not used every day, always have to pick them up at
Poor communication - factory: the wrong number of items are produced due to erroneous data; Problems can not be detected due to the intimidating atmosphere (nobody droite dares to admit you made a mistake) - office: Send emails unnecessary for someone who is the subject does not belong; information does not reach to whom it may concern
Recommended posts: Tendering: bottomless well of losses? An introduction to the world of four losses: droite loss of movement and transport finally invented the virtual queuing The Devil Wears Prada, or just do not like the losses? An introduction droite to the world of six losses: scrap
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Be interested to know that we've chosen on the basis of seven losses. The original seven losses in the TIM WOOD was usually mentioned. From here I can not see the delivery and stocks, but here are the untapped human knowledge (perhaps Liker supplement) and poor communication (from someone you do not know).
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Storyteller Blog processes around us, losses, the values in the process. droite Sometimes humorous, sometimes sad, sometimes annoyed. Ohno in the whole world and lean consulting all the men and women! :)
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The business model of the MAP successful enterprise lacks architecture, development! Learn how the pros for producing a map to get to the abundance kincsesbányáig hiding as soon as possible. Latest Archive Latest comments
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Are you curious as to what is the prevailing problems cégednél gyökéroka? It soon turns out, however, before a short story: Yesterday while standing lacks in line in front of me the little guy around three years constantly asking his parents, and after all of these responses occurred WHY? question. - Why do I have to stand in line? - Why do I have to pay for the products? - Why basket used? etc etc etc Are you too familiar. It was quite insistent, but thanks to the parents. :) One of the psychological article says that the "why?" an important milestone in the development of the intellect era, and provides a good opportunity to develop the player as a child later in everyday life such essential skills. Amazingly, this is also true for the above definition of a developing body. However, we know that the organization does not develop, the decline.
When faced with problems, whether we ever stop to ask five times in a row, why? This is a difficult issue, even if it sounds too easy. Moreover, this method Taiichi Ohno, the father of the Toyota production system was developed by problem-solving methods.
The essence of the method is that five times in a row we ask the question why, until we understand what happened. Suppose that a machine has become inoperable! 1. Why did the machine? - Overload occurred and thawed 2. Why was the fuse overload? - The bearing was not sufficiently greased. 3. Why was not greased? - For the lubrication pump does not pump out properly. 4. Why not pumped properly? - The pump shaft is worn. 5. WHY worn the shaft? - It was not fitted with filters, metal chips, lacks and have been included. If you do not perform this procedure, you may be able to simply replace the fuse or the pump shaft. In this case, the problem is repeated within a few months.
Toyota's production system and the development of a scientific lacks approach to exercise is built. If you ask five times in a row, "Why?", And always respond well to it, we get to the real problem okáig, which often obscures the obvious symptoms. We must be prepared to explain why the five unpleasant facts will reveal our business, especially in the beginning. It will show that preventive measures should we devote a portion of the time and money you could spend on new products or improvement. When there is competition, I often feel that now is not the time for this, in the long run it saves time. Larger organizations, the method can lead to conflict, it is worth every 5 WHY megbeszélésnél lacks such a person with sufficient authority who can take action lacks as arbitrator. Are you curious as to what is the prevailing problems cégednél gyökéroka? You can buy in a paper or call your team together and put up five times the WHY? question.
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Finally, let

I was already a wide range of car for the past 20 years, the Saab Trabanttól to. The Trabantról say that when I sold it, it had to make a little money, and then I could take it to a normal bike computer. The Saabról mention is that after I was told several thousand km 100 service is that something in the gearbox seal needs to be replaced, so you have to take out the entire engine, several hundred thousand forints work award.
I've never been certified brand loyalty, except for the last time when one after another Toyota Toyota also joined in the family. Simply because of this because this vehicle artvan is exceptionally never broke. All the rest was not speaking. In addition, the surprisingly affordable artvan running costs (fuel, service, insurance, etc). And get to the age where I am able to turn so that you do not have to be creaking of the tires, and I'm also the addition to the car státuszszimbólumnak use it.
How can Toyota cars so constructed that do not really break down (or if you suspect you will recall), Jeffrey K. Liker 400-page summarizes the Toyota method - 14 Corporate Governance Principles c. book. Szemezgettem him a long time, but I thought it was over-production art book to végigrágjam it myself. Then I just caught him. I'm not going to the hundreds of pages to summarize in a blog post, especially that half has been written. Some emphasize the principle approach, which may be of interest to many people.
This company made famous lean production, just-in-time, while that on kaizent (continuous improvement), the Jidoka (designation during downtime quality problem), the one-piece flow, heijunka -t (balanced artvan production design), the 5S -t (approx. to do and keep order and cleanliness) and the use of five questions why the problems gyökérokának determination.
Toyota's management artvan philosophy is based on the long-term thinking, where management decisions are made in this way, sometimes at the expense of short-term goals. This is based on the processes that focus on eliminating the losses. In addition to the methods mentioned in the previous paragraph, the standardization of tasks, ease of visual artvan verifiability and use only reliable, thoroughly tested technology is considered important.
Leadership succession is virtually always respect are built from the inside, thus ensuring that managers understand well the corporate philosophy. The staff at the lowest levels involved in the problem-solving and continuous improvement. The job enrichment from the year 1990 is used (eg rotation;. artvan The teams are not only involved in the sub-tasks, but also to take over all projects, etc). Consciously apply the motivational theories. Maslow's pyramid of needs of lower and Herzberg's hygiene factors artvan of care is given to the people in these areas is not lack of something. Continuous development, involvement and job enrichment is aimed at the higher level motivators. The principles of Taylor's scientific management will follow, but not an individual but a group level (through selection, standardized jobs, training, financial reward good performance, etc). The confirmation Skinner's theory of continuous feedback and reinforcement is used. The visual feedback system will show exactly where the employees are held to the objective pursued.
One of the principles that suppliers respect, encourage and develop, while Raising the bar for them. Taiichi Ohno, according to "The Toyota Production System is completely alien to the spirit of the attitude that the parent company to improve business performance through the evisceration of suppliers."
Finally, let 's say three words alapelvükről problem-solving. The leaders personally satisfied only if the problems with their own eyes. Slow, consensus-based decision-making, implementation and quick endeavor. All principle the creation of a learning organization to be allowed.
This mode of operation, the company will not only be able to stay ahead of rare cars can produce, but also the world's largest car factory in the imaginary podium in one of the top three spots in recent years. They gave out no later than the 2008-2009 crisis, and in recent decades through almost profitably worked.
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The seven types of losses is right (be) the Pareto principle that the problems in 80% to 20% of the

John Kosztolanyi said first portion of the streak in a comment that Taiichi Ohno's tosun seven losses is not what I enumerated. This is so true. The difference stems from the fact that, since the definition of Ohno passed some time, and the list is expanded by new elements, and the elements are replaced tosun periodically tosun publishing the list given lean expert preferences.
My preference eg / under-utilized tosun human resources, rather than inventory loss is included in the delivery of bad communication instead of / in addition, because they feel more problematic, especially in Hungary. However, two losses and I merged into one, and the surplus inventory, and shipping and handling losses, such as stocks and transport losses still on the list.
But the truth is that the real casualty 7 change according to how to prepare a company or household use. Indeed, it is my opinion that no two companies are the same, two of the same household, two of the same set of problems.
The seven types of losses is right (be) the Pareto principle that the problems in 80% to 20% of the losses caused. Every company is a source of losses elsewhere, but at least in the development of problems in different proportions "participate" in some losses. It may be that one company is not selejtveszteség, but there are problems tosun with packaging materials used, hazardous substances, they can not do anything, or just dearly. This environmental losses fall into the category. It is also used outside tosun the downtime, the reworked loss of control loss, excessive treatment, inadequate systems, energy loss categories, but includes the manufacture, which does not meet the customer needs (do not take it, there is no demand for it) as well.
The categorization of personnel losses, firms must be cut. You can not say without knowing the situation in an introductory presentation that we will be well on the transmission loss is reduced if it turns out that there is no transmission losses or negligible compared to, say, the communication loss.
How to determine which is the most loss, which causes the most problems for the type of losses are present tosun at all of our business, our homes? There are two basic methods for it.
The more complex, tosun more scientific, and almost all-encompassing approach to the value stream analysis. I've written about this before. The point is not to determine quantitatively how much our efficiency (it does not matter, in any event, iciripiciri), but also to assess our production, our services are weaknesses to figure tosun out where to hide the losses, and what they type. It is even possible that if something special in our company, our process is that the literature has not written off losses we find, similar to when the new medical tosun illness, or the botanists discovered a new plant. tosun The loss of such a company is actually tosun a disease!
The less complicated and scientific, yet tangible, but not all-encompassing approach to the study of customer feedback. Take out your complaint books! What is the most complaints? The speed of service, the arrogant sellers is the problem? They suggest waiting and communication losses. Or is there a problem with the product? This selejtveszteség or a product we produce, you do not need. What are the different types of complaints? Count only with them. Do not forget: the value of what the customer thinks. If the buyer is the value that the sellers are not pretentious, but nice and the service to date (since this is the most complaints), it will be primarily addressed, and not by how much shipping losses in the central warehouse and some businesses between. If the buyers of small stockpiles, the "out of stock", "look into next week" type responses complain the most, it should be suspected of shipping, inventory, and possibly over-communication failures, and these will be primarily focused. Roll up the losses should always start with the customer's side. Because the customer is only interested in the problems tosun of his own when he gets no response, but the solution?
It is not impossible that a company is not 7, but "only" 4-5 loss type is present, but it may need to be addressed nearly 9-10. So say the 7 to that in this case only a "fairytale" number (seven-headed dragon, seven dwarf), but unfortunately the problems they cause very real.
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Storyteller Blog processes around us, in the process

Practical implementation of the above basic theorem of continuous flow. The most important measure

Lean thinking is one of the driving forces brammer behind brammer the sharing of knowledge. The system is essential for building the gyűjtőszenvedély.Valós interest towards solutions and best practices of others. They are really effective, changes can be made, who accept their point of view into question the solutions, and the other's point of view. They are willing to question the appropriateness of a well-functioning systems. Last but not least, we are happy for the success brammer of others.
Basic Facts: "All we to review the period that the customer orders the release of money to pass the collection; this period will not reduce brammer the value creation by eliminating losses. "- summed up the lean (née Toyota Production System) is the essence of Taiichi Ohno, the father of the system.
Practical implementation of the above basic theorem of continuous flow. The most important measure of the lean process improvement and the main focus of the lead-time reduction of losses, brammer such as the ruthless brammer elimination of overproduction.
The continuous flow of when it all goes like clockwork. brammer You do not have to wait - meeting, raw materials, brammer quality examiner, warehousing, finance, the previous workflow, manager, management decisions, stork, etc., but the product or service jam, stop, inventory, fault, branching, without turning back softly gliding like ball the dewy grass, moving constantly munkafázistól, work phase, as long as it is done.
The study, because the exact feel good, reliable functioning, robust process where interested in the opinion of, rather than dancing circus fire improviser zsonglőrként through a fiber rope over the gulf every day.
The continuous flow of implementation of the preferred way to do well in a chain which criss-crosses every action it takes to achieve the customer's dream. Let's say the mole Pants Local exchange trading system is the tale behind the harvested flax freshman who break the fibers, the hedgehog who combed the spiders who megfonják the yarn, the ants who weave the cloth, cancer master tailors and sewing master the great reed warbler. And then I think I forgot two step process, the Napocska someone who dries and blue paint can, of course, that they have moved very much in line. This line-up when working almost arm's length with each successive process called masters of cell-based operation. Textile production untrained eye is clear that this is a much different organization than when Kispesti Textile Factory by the tissue Dunaújvárosi Red October brammer Factory clothes made by the "nationalized brammer fashioned."
If the moles inhabit the planet earth that is above the team will begin series production pants are constructed. Ideally, if everyone works at the same time only a pair of pants and just pass each other one by one, the one-piece flow. If you are not certain of, say threes but passed because so many have access to a mobile conveyor frame, then we call small batch (batch) production. Characteristic of the traditional production kit manufacturing, when we say everything we produce a weekly / monthly / x amount barge sends Dunaújváros phone and when used to reduce the level of stocks, or the warehouse is empty and it is a factory replacement. Then of course there is a problem when you say has changed in the meantime the fashion pants, or when the sale shows that the spiders bekávéztak a month and was not adequate fiber quality canvas last month.
Imagine a situation that is ready 1pc large pocket pants are in stock and in the process everyone is just a matter of trousers yarn / fabric / etc imposed. the left hand (well, say the stork in its beak). If production steps in the following shorts will only continue if a mole örömvinnyogások amid buy the pants and this sign of thrush warehouse provides the following ready-pants away from cancer of the material handed down for cancer ask the ants with the following pants canvas ... then this is called a pull system.
If you are currently at the very beginning of the process stork standing within earshot to whine, then the beginning of the process received a signal that "I have one." In this case, he breaks out into a pants down and pass the hedgehog combing who knows this signal to be sent to the following pants material spiders and so on, everyone put one in the process without having to face the computer, or ask the shift manager to what to do. This FIFO (First In First Out) material flow. In fact, the latter is not a classic pull system, but the process in terms of exactly the same beneficial properties működik.Ha the bee can not be made at arm's length, the continuous brammer flow is maintained and to prevent overproduction somehow have to communicate with each other effectively immediately, because it does not set in the pre-imposed semi-finished garment. If, say, the thrush and the cancer can not see each other but at the very end of the process var

The leanness is a virtue, which is especially important for any developer and company at a time whe

Toyota's legendary designer Taiichi Ohno process, according ao len to a company's two largest loss: Túlgyártás: Making things ao len that users do not want. Cars that are not taken by the users, functions that do not require software meant for the people do not want to pay. Stock: In areas that are not used immediately, in a tire that is not fitted right car, functions that can not be discarded market because incorrect. Code that is not in the hands of the user, architecture, which is not lekódolva, specification, which is not completed. Most of this checklist.
The leanness is a virtue, which is especially important for any developer and company at a time when resources ao len are diminished. You only need to practice a virtue when you really need it? Of course not.
Let her example Tumblr - two men and 150,000 registrations per day - the 37signals - pay a few hundred thousand users -. Companies who already are effectively organized, much less affected employees who normally belepasszolnak the process, much less afraid.

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