Lean Article

Nicola Olivetti’s picture

By: Nicola Olivetti

According to a report by PwC, industrial sectors worldwide plan to invest $900 billion in Industry 4.0 each year. Despite these growing technology investments, only a few technologies are significantly mature to drive measurable quality impacts. Digital visual management (DVM) is one of them, being the fundamental link that bridges the lean culture and quality management in the digital age. 

What is digital visual management?

The vast majority of all the information and communication is visual. The human brain processes visual information significantly faster than text. When a relevant image is paired with audio material, two-thirds of people retain the information three days later.

Organizations dedicated to continuous improvement take advantage of this reality and use DVM to engage staff, provide insight into key information, and to ensure improvement projects are moving forward as scheduled.

DVM collaboration consists of a well-structured and interconnected series of stand-up meetings that take place regularly before a board, where the team posts (on paper or digitally) all the information it needs to steer and improve its activity. This is applicable to any team: from permanent shop-floor teams to top management, including (geographically spread) project teams.

Jesse Allred’s picture

By: Jesse Allred

Lean manufacturing is a philosophy focused on maximizing productivity and eliminating waste while creating a quality product. One of the most powerful strategies in the lean toolbox is total productive maintenance (TPM), a system targeting continuous improvement through a holistic approach to maintenance. Avoid delays in the manufacturing process caused by breakdowns and unplanned maintenance with TPM.

What is total productive maintenance?

As long as equipment and tools have been used, they’ve needed to be maintained. In manufacturing, maintenance traditionally was approached reactively, and as Steven Borris writes in Total Productive Maintenance (McGraw Hill Education, 2006), traditionally the surplus of cheap labor meant no one was particularly worried about efficiency or avoiding breakdowns. Following World War II, however, industries and economies were reassessing business and making drastic changes.

Kevin Price’s picture

By: Kevin Price

In the world of risk management, maintenance of mission-critical equipment drives priorities and budgets. It is the ultimate test of proactive maintenance and smart decision making. Managing assets that “cannot be allowed to fail” is more than an emotionally charged mandate that forces managers into a continual state of alert. It is the harsh reality for technicians tasked with ensuring continuous performance or service. The stakes are high. Fortunately, technology can help mitigate the risks.

The scope and scale of critical assets and equipment vary greatly, from electrical grids and security systems to back-up generators at hospitals, refrigeration in the food and beverage industry, and traffic control for the airline industry. National defense systems and communications systems in the public sector, such as 911 call centers or alerts for fire departments, are other examples of high-tech equipment that cannot be allowed to fail. Whether it involves protecting health of consumers, safety of the workforce, or national security, mission-critical assets require special attention to detail and proactive monitoring of status. Prevention is the goal. Early detection of warning signs makes intervention possible.

Bill Laverty’s picture

By: Bill Laverty

Operations management plays an important role in the manufacturing process, but similar to a stage crew at a theater, operations managers do all their best work behind the scenes. The best operations managers strive to go unnoticed, and why shouldn’t they? A seamless supply-chain process should require little to no attention from customers.

But recent tariffs are jolting operations. NAFTA changes, along with tariffs on Chinese imports, are forcing operations managers to step out on center stage. New tariffs on materials like steel and aluminum as well as electronic components could mean disruption in the supply chain process, and operations managers have to work diligently to mitigate any hiccups that crop up for the company and its customers alike. Certainly costs are going to increase somewhere, so companies have to decide whether they’re going to absorb them or pass them along to their customers, both of which are less than ideal options.

Boris Shiklo’s picture

By: Boris Shiklo

About 10 years ago, software testing was perceived as the only possible quality assurance (QA) measure for software, according to the World Quality Report 2018–2019. However, QA has since outstepped these boundaries. The QA process now implies that all stakeholders have a direct interest in software quality during the entire project life cycle. But how should you establish such a comprehensive QA process?

Let’s consider what obstacles you may face while setting it up and explore a real-life example of how software QA consulting can solve QA problems.

Why QA consulting?

An established QA process should build in defects detection right from the project planning stage. QA teams should dwell on bugs prevention rather than just finding them, and regularly measure testing effectiveness using clear quality metrics. Project managers, business analysts, and developers should do their share in establishing a solid QA process.

Ryan E. Day’s picture

By: Ryan E. Day

Most of us have heard of kaizen—continuous improvement of philosophy and methodology. In business, this involves all employees working to improve a company's processes to lean it out, to run with less waste. But most of us who are familiar with kaizen think of it as something you do.

Especially, we think of kaizen as something you apply to an existing operation or process, or in terms of mounting a “kaizen blitz.” We tend to think of it as is trying to fix something that’s already broken. But what if you applied kaizen principles before your organization was actually up and running?

“The ideal time to think about using kaizen, or continuous improvement, is really phase one, or the feasibility study of construction or building out an existing manufacturing facility,” explains Dan Chartier, managing director of Kaizen Institute North America. “It’s important to get involved as early as possible in the project. This helps in assessing the efficiencies of the plan before it gets designed and constructed.”

Morgan Sliff’s picture

By: Morgan Sliff

Boeing has been rife with issues lately. While the recent Ethiopian Airlines crash has dominated headlines and elicited an FBI investigation into the company, another federal body has stated it will be keeping a closer eye on Boeing’s safety shortfalls.

Boeing is now in hot water with the U.S. Air Force after tools, litter, and other work materials were found in newly delivered KC-46’s. High-ranking Air Force official Will Roper shared a statement to lawmakers, saying “debris translates into a safety issue.” Tankers were grounded for a week due to safety concerns, citing foreign object debris (FOB), which can lead to wear and damage over time.

One would imagine that the world’s leading aerospace company, responsible for designing and manufacturing more than 10,000 of today’s commercial airliners, would have rigorous quality control protocols in place. Not surprising, recent revelations have presented grave concerns about Boeing’s internal management and highlight the need to keep workplace standards in the spotlight.

Ryan E. Day’s picture

By: Ryan E. Day

If you have worked in the quality field for anytime at all, you have probably heard of the Malcolm Baldrige National Quality Award—it’s the highest level of national recognition for performance excellence that a U.S. organization can receive. The award focuses on performance in five key areas and it is not easy to achieve the Baldrige award.

The current criteria are very thorough, and implementation is all-encompassing. As you might imagine, the audit is also very thorough. Now, when most people hear, “Baldrige program,” what they think of is, “Baldrige award.” But there's a lot more to the Baldrige Program and it goes way beyond just the award.

“We are just about ready to celebrate our 2018 Baldrige award recipients in a couple weeks,” says Robert Fangmeyer, Director of the Baldrige Performance Excellence Program at the National Institute of Standards and Technology. “On April 7, 2019, we will have our annual awards ceremony, the 31st award ceremony for the Baldrige award, and we will be honoring five organizations from four different sectors. That will be followed by our quest for excellence conference which runs from Monday to Wednesday.”

Multiple Authors
By: Stephen Rice, Scott Winter

In the wake of the Lion Air and Ethiopian Airlines crashes of Boeing 737 Max planes, people are thinking about how much of their air travel is handled by software and automated systems—as opposed to the friendly pilots sitting in the cockpit.

Older commercial airliners, such as the Beechcraft 1900, which are still in service mostly as small commuter aircraft, often do not have any autopilot installed. By contrast, modern commercial airliners have automated systems that can augment or even replace pilots’ performance, managing engine power, controlling and navigating the aircraft, and in some cases, even completing landings.


A flight simulator program shows how a plane can help land itself.

Doug Devereaux’s picture

By: Doug Devereaux

Artificial intelligence (AI) is widely acknowledged as a crucial aspect of what is broadly referred to as Industry 4.0. Although no one knows yet how AI will be incorporated into the next phase of the Industrial Revolution, most agree that it will allow greater connectivity between people, machines, and information technology, allowing manufacturers to better optimize processes and predict problems.

How are small and medium-sized manufacturers, which typically don’t have the time or capital it would take to test emerging technologies, supposed to evaluate how AI could impact their organization—and play a role in preparing them for Industry 4.0?

Waiting for the manufacturing sector to decide, so to speak, is certainly not an option. A delay of one, two, or five years could cause a manufacturer to be left behind. The time to act is now, but the path forward isn’t clear.

One way to address this is to evaluate AI through an ongoing transformation that many small and medium-sized manufacturers have already embraced: lean manufacturing.

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