Superfactory has just launched a series of online self-paced e-learning modules on the core concepts of lean manufacturing. Professionally developed, the audio/visual modules are ideal for introducing new employees to lean, allowing motivated employees to learn more, and to train offsite or remote employees. An interactive knowledge check ensures the concept was learned, with a report emailed to the training coordinator. Learn more about the new Superfactory Online Learning Center.

The first TWI Summit is coming up in early June. I highly encourage you to check out this new event and learn more about Training Within Industry.

As always we appreciate your support for our mission to spread manufacturing excellence knowledge. Click here for more information on sponsorships.

- Kevin Meyer

• Toyota's success a boost to lean style
  Detroit Free Press, MI - May 4, 2007
• Custom Direct LLC, Checks and balance
  British Industry, UK - May 2, 2007
  
• Achieving Lean Success - A Holistic Approach
  IndustryWeek - May 1, 2007
  
• Learning to Love Lean IT
  CIO, MA - Apr 30, 2007
  
• Toyota: A Carmaker Wired to Win
  BusinessWeek - Apr 24, 2007
  
• A system for succeeding
  Philadelphia Inquirer, PA - Apr 23, 2007
  
• Lean Training: Back To School
  IndustryWeek - Apr 10, 2007
  
• Getting Lean
  Idaho Business Review, ID - Apr 8, 2007
  
• The Lean and Mean Supply Chain
  ThomasNet Industrial News Room, NY - Apr 10, 2007
  
• Visions: Innovating like Madonna and Willie Nelson (and Steve Jobs)
  WTN News, WI - Apr 16, 2007
  
• Rust Belt Lessons for the Defense Department
  Signal Magazine, VA - May 1, 2007
  
• BTD Manufacturing, Going the extra mile
  British Industry, UK - May 2, 2007
  

Visit the Superfactory Events Calendar for the full list of events.

Taiichi Ohno's Workplace Management
  by Taiichi Ohno

This classic work by the founding father of the Toyota Production System returns to print in a new translation. Ohno delivers timeless lessons on how to effectively manage the gemba  actual place or work. He relates stories from across his nearly 40 years of struggle to establish the Toyota Production System as both a mindset and supporting behaviors of constant improvement. In the book's 37 chapters, Ohno covers a broad range of topics and lays out the fundamental philosophy of kaizen (continuous improvement) that has made Toyota the most successful automobile manufacturer today.

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The closest parallel to today’s challenge of advancing Lean management lies in the work done by proponents of Scientific Management 75 years ago. It was then they realized for certain that their movement would not gain broader acceptance nor be correctly applied unless the people who ran businesses exhibited a completely different type of leadership.

The challenges we face today in advancing Lean management are strikingly similar to what the proponents of Scientific Management faced in the 1920s. Around that time they began to realize that while the impact of Scientific Management in industry over the prior 30 years was substantial, it had fallen well short of expectations in terms of the level of improvement that could have been achieved and the favorable outcomes they anticipated key stakeholders would realize.

This was due largely to the widespread misunderstanding of Scientific Management as a set of efficiency improvement tools, rather than as a system of management that consisted of both principles and tools. The principle that people seemed to forget or ignore was the “intimate cooperation of the management with the workmen”. Today, in Lean management, this idea is more fully developed and called the “Respect for People” principle..

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Organizational Development: The Missing Link in Lean
by Richard G. Ligus, The Rockford Consulting Group

Lean Manufacturing is an operational strategy oriented toward achieving the shortest possible cycle time by eliminating waste. It is derived from the Toyota Production System and its key thrust is to increase the value-added work by eliminating waste and re-ducing incidental work. The technique often decreases the time between a customer order and shipment, and it is designed to radically improve profitability, customer satisfaction, throughput time, and employee morale.

The benefits generally are lower costs, higher quality, and shorter lead times. The term "lean manufacturing" is coined to represent half the human effort in the company, half the manufacturing space, half the investment in tools, and half the engineering hours to develop a new product in half the time.

Lean Manufacturing is in direct opposition with traditional manufacturing approaches characterized by use of economic order quantities, high capacity utilization, and high inventory. In changing from a traditional environment to one of lean production, cultural issues emerge quickly, as well as resistance to change. A managing change program is needed to accompany the effort.

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