Is your organization struggling to implement lean or any similar process improvement program? This post presents the 10 best Dilbert cartoons on lean management.* Scott Adams’ brilliant and popular cartoons provide a reality check for any change agent involved in process improvement. Next time, ask yourself: What would Dilbert do?
How can we boost the learning experience when teaching lean production? Admittedly, presentations and monologues from the front of the classroom are rarely something people remember for a long time. Learning can be greatly improved by using games and simulations, which provides the learner first-hand experience in lean and its benefits.
The Volvo Trucks Lego Lean Game played at a MBA course in Norway
On this day, exactly one year ago, one great Norwegian passed: Fred Kavli (1927-2013) was an engineer, entrepreneur, leader and—most importantly—a philanthropist. On my way to work, whether it is here in Cambridge or home in Trondheim, I pass one of his many living legacies. In Trondheim, it would be the Kavli Institute for Systems Neuroscience at NTNU (with fresh Nobel Prize winners in Medicine).In Cambridge it is the Kavli Institute for Cosmology. Both these examples are beneficiaries of Kavli’s passion for science, and both perform high-risk, world-class research in their respective areas. Mr. Kavli certainly deserves a letter of tribute.
This post by Professor Kasra Ferdows and myself was featured in Planet Lean (The Lean Global Network Journal) last week. It suggests that organizations that implement lean move through four distinctive stages of lean maturity—each with its own challenges and opportunities.
How do factories respond when the headquarters of a multinational firm rolls out a “new” corporate lean program? In a paper in the International Journal of Operations and Production Management*, Professor Arild Aspelund and I propose that factories can respond in four generic ways; explained by the “4A model”.
I am still smiling. On my flight from Oslo to Rome this weekend, I was asked to sit in the cockpit. I gladly accepted. My seat ticket read C01 – Cockpit 1. In a fully seated Boeing 737-800, the captain and copilot of SK4713 showed me how to get 194 passengers safely and timely from far north to the south of Europe in about three hours. I could not possibly get a better start on my travel to the annual conference of the European Operations Management Association, this time in Palermo, Sicily. For a scholar of operations, it was truly inspiring to get a first-hand view of how the aviation industry operates. What can other industries learn from aviation? A lot, for sure. Here are five quick reflections from my flight over Europe.
To follow up my previous post about the effect of implementing lean in the global Volvo Group, here’s one short story of the implementation of the Volvo Production System (VPS) in the truck assembly plant in New River Valley, Virginia, USA.
Mr. Ebly Sanchez presents the Volvo Production System at POMS Atlanta May 2014 (Photo: author).
Multinational companies roll out lean programs or XPSs. The objective is to improve the operational performance of all the factories in the global network. The party killer? It is documented that about 70 % of all general change programs fail , and similar figures has been suggested for lean . So, do lean programs really pay off?
The annual Doctoral Degree Awards Ceremony has just been ceremoniously arranged at the Norwegian University of Science and Technology (NTNU), in Trondheim. I got the great honor of giving the Fellow Speech to the 370 new Doctors of Philosophy (PhDs). This post is an excerpt of this speech. It is a call for PhDs—in any field—to use their hard-won knowledge to contribute to a better society.
Do you know the far-reaching implications of you ordering a non-regular beer in a bar? I mean, in addition to all the personal pleasures (and problems) that may follow? If you have ever played the Beer Game* you know what I’m talking about: The Bullwhip Effect. When you create small variations in customer demand you start a chain-reaction of amplifying variations upstream the supply chain**. Follow me to the bar. Continue reading …
It is Winter Olympics in Sochi. The world’s best winter sport athletes use world-class winter sport equipment to fight for honor and gold. Just like the athletes use exercise regimens to become stronger and quicker, equipment manufacturers can deploy lean production programs to better their production. This post highlights a gold standard lean production system developed by a leading sports equipment manufacturer.
When it comes to improving production, a standard question is this one: What are the differences between Lean, Total Quality Management (TQM), Six Sigma, Agile, Quick Response Manufacturing (QRM), and all the other prescribed improvement programs? Underlying the question is a rational need to find a way to navigate through the jungle of “solutions”, and select the one(s) that fit exactly your firm. In this blog post, I suggest that considering “Concept Epicenters” might be helpful in making the right strategic choices.
So, I made it. Yiihaa! Four years culminating into one day. My first post as a fresh Doctor in Operations Management will be my reflections on giving the defense. I hope the thoughts will be somewhat helpful or comforting for all those shivering PhD candidates yet to come. One thing’s for sure; I’ve got respect for the process. A PhD defense is – and should be – a serious ceremony. Yet, it can be one of the best days in life. These tips and tricks on how to defend your PhD dissertation are not just my own; many thanks to all the professors at NTNU who shared their advice with me. I’ll pay it forward.
What’s the most usual image for strategy? Google Pictures leaves no doubt: Chess! These days, the FIDE World Chess Championship is held in Chennai, India. The reigning world champion Viswanathan Anand is playing on home ground against the Norwegian chess wonder Magnus Carlsen. In this regard, one of the readers of my blog asked me to explore the question: What does chess have to do with operation strategy?
Good news*: your operations can reach excellence in both Lean and Green. But to hope for success you need to treat Lean and Green as interconnected strategies—not isolated projects. That tip is a key take away from the SMARTLOG seminar “Lean & Green? Yes please both” that we arranged at SINTEF in Trondheim this week. Leading academics and corporations** in Scandinavia were invited to share their latest experiences on the topic. Do Lean and Green go well together?
Factories are like people; they come in all shapes and looks—some more attractive than others. There is no doubt that a good looking factory is nice for workers and visitors, but does it also have a significant impact on the plant’s operational and financial performances? How much should management care about factory beauty?
This week, the 2013 IAAF World Championships in athletics is held in Moscow, Russia. If plant managers watch carefully, they might pick up a few ideas for improving their factories. A specific concept that comes to mind is the notion of Factory Fitness – proposed by Kasra Ferdows (Georgetown University) and Fritz Thurnheer (Hydro ASA) in 2011. The key take away is the following: Whereas becoming lean is right for many, becoming fit is right for all. How to become world champion depends on the event.
Climbing the highest mountain in Northern Europe, a few thoughts on the Theory of Constraints came to my mind. To get to Galdhøpiggen, 2469 meters above sea level, the most common route takes you over a glacier where rope teams are used for safety reasons. In his must-read book “the Goal”, Eli Goldratt (1984) uses rope teams to illustrate an efficient production system. Let’s discuss why you should run your production as a rope team… and why not.
In rope team towards Galdhøpiggen, Norway, 21-7-2013
‘If lean is everything that is good, and everything good is lean, what is then the alternative?’ Niklas Modig and Pär Åhlström ask this timely question in their book This is lean. The authors go on to suggest what lean is, and what it is not. But, at Amazon.com there are more than 7000 books on lean, why should you read this one?
The company-specific production system (XPS) of Chrysler is the World Class Manufacturing (WCM) concept, developed by the Fiat Group in 2006. But, what exactly is the WCM? And, what does Chrysler see as keys to success in WCM?
I have just returned from an excellent visit to Saudi Arabia, researching the implementation of ‘lean production‘ in a successful multinational company that produces the world’s highest quality of paints and paint systems. Going there, I heard that Saudi Arabia would be totally different than anything I’ve visited before. It was, and it was not. This post is about how foreign companies contribute to Saudi’s wealth and development, and slowly improves women’s rights through cultural exchange and mutual understanding. These companies and their expats colour the ‘country of black and white’.
‘The pearl of Africa’, as Sir Churchill once called Uganda, has yet to enjoy a rapid economic growth. That’s a challenge that Uganda shares with the majority of African countries. Multiple reasons for the African growth inertia have been suggested; unstable political environments, low education levels and insufficient infrastructure are usual suspects. The main reason for the slow industrialisation of Uganda, however, is neither political nor economical, it is cultural. This week in Kampala, Dr. Peter Lating at Makerere University, explained me the Ugandan mindset with a brilliant—and reportedly true—story. The story deserves to be shared, and it goes like this:
When it comes to quality management, there are surprising similarities between what was suggested in the 80s and what we barely have seen the start of in industry today. In this post, I discuss how Juran’s CWQM-concept from the mid-1980s is both valid and useful for companies rolling out global production improvement programs today.
What do the quality gurus of the 80s think when they read the modern literature on lean & co? Have we moved beyond their original ideas? Or do we just say the same things using fancy, new words? While preparing a paper for the TQM Journal, I recently re-discovered the wisdom of the 80s. And what a wisdom! This is far too important knowledge to discard as blasts from the past; the ideas of Juran, Taguchi, Garvin, Crosby, Shingo, Deming, Feigenbaum and Ishikawa remain fundamental for competitiveness. In this post, I briefly explain the key contributions of each of the top-eight quality gurus. Kudos to the gurus!
This week I drove through one of the most beautiful corners of this world; Nordfjord in the Norwegian west coast. There—in the rich and peaceful countryside—problems in China’s and India’s factories seem far, far away. But they really aren’t. Nordfjord is home to several successful apparel companies: Ricco Vero, Skogstad and Frislid are famous in Norway and beyond. Best known of all, however, is the iconic Moods of Norway. After repeated pressure from consumers and a Norwegian NGO, Moods of Norway has finally gone public with list of their worldwide suppliers [1-3]. That’s a good start, but not enough! It is admirable that they want to make “happy clothes for happy people”—but do they want to make people happy?
My mother just got her new car. After driving a problematic Renault for many years, she decided to go for a Toyota Yaris. That’s an excellent choice for her needs. Despite Toyota’s recent recalls, it continues to deliver the best quality at the best price. The choice of the Toyota also gives me a good opportunity to eventually write about an essential core of my research: The Toyota Production System—the mother of all XPSs.