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Dragan Bosnjak
Attended Università degli Studi di Trieste
Lives in Gorizia
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Dragan Bosnjak

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What is and what isn't kaizen?

Its goal is cost reduction, and the sub-goals are quantity control, quality assurance, and respect for humanity. These goals are dependent on one another, not independent. That means that productivity improvement must not come at the expense of the goals or vice versa.

Bob Emiliani
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Dragan Bosnjak

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Wonderful article for understanding variation in the system

Mark Graban
Blog post at Lean Blog : There's an expression that was used by Dr. W. Edwards Deming, and also by Dr. Don Wheeler, that says managing through metrics (and compariso[..]
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Flow is the foundation of Lean. The departure from flow as the objective to some other thing (such as randomly applying Lean tools, learning, problem-solving, productivity improvement, growth, maximize shareholder value, or other) has had the unintended effect of generating widespread Fake Lean and perpetuating batch-and-queue processing, which, in turn has harmed people (especially employees) and tarnished the Lean movement.

Bob Emiliani
The Lean community continues to face a problem that hurts efforts to advance progressive Lean management. It is the great difficulty in clearly separating and effectively communicating the differen...
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Ernesto Capozzo's profile photo
 
sto partecipando ad un progetto di rinnovamento organizzativo basato sul flusso,, te ne parlerò !
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Look at what an engaged employee looks like! Great stuff!
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Dragan Bosnjak

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Standardization is not a solution to a problem, it is a countermeasure

Mark Graban
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A pull system is supposed to crash – that’s precisely what it does. A pull system is not a device to replace the MRP with cardboard cards. It’s not a production system technique. It’s a device to improve the production system, and to learn.

Michael Ballé
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Dragan Bosnjak

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For example, Professor Monden says in Toyota Production System (first edition, 1983, page 2):

“…although cost-reduction is the system’s most important goal, it must achieve three other sub-goals in order to achieve its primary objective. They include:

1. Quantity control, which enables the system to adapt to daily and monthly fluctuations in demand in terms of quantities and variety;
2. Quality assurance, which assures that each process will supply only good units to subsequent processes;
3. Respect-for-humanity, which must be cultivated while the system utilizes the human resources to obtain its cost objectives.

Bob Emiliani
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The 4W method

Will Evans
Many organizations face the challenge of balancing the exploitation of their existing business model and value streams with exploring potentially new value streams. To do that, many have sought me out to bring a combination of design thinking, product design, and Lean Thinking.
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“What is the problem or the opportunity you have identified?” (Thanks for pointing out this problem or opportunity, by the way).

“What other potential solutions or countermeasures did you consider?”

“Why do you think that is the best idea to try?”

“Is there a way we could do a small, risk-free test to see if the idea would work?”

Mark Graban
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I love this table!

by Bob Emiliani
In a previous post, Shingijutsu-Kaizen, I described some of what I learned observing Mr. Nakao lead kaizen for several days at a company in Connecticut. As I reflect back on that, as well as my pre...
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The full lean system supports this:
Jidoka techniques such as stop and react at every defect are individual training techniques – every time an operator pulls the andon, the team leader first checks the understanding and performance of standards, and if the problem can’t be solved right away, the problem solving activity that follows is, again, about individual development.
Just-in-time techniques are all about improving cooperation between team members and processes. Starting from working every work station at takt time and one-piece-flow which involved very detailed baton-passing areas, to the larger issue that in order to produce just-in-time all functions must work in conjunction in order to keep the takt.
Visual management techniques (such as standardized work)with the explicit aim to visualize the difference between normal and abnormal conditions and thus support initiatives in terms of spotting problems, calling out, or imagining improvements.

Michael Ballé
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You know you're clear on strategy when…

Matthew E. May
"If I had the key members of your executive suite all in the same room, would they all be able to articulate the essence of your business strategy clearly and consistently?" I asked the executive v...
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Lean Thinker, Management Culture Changer, Father and Husband http://www.encob.net/blog
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