In the realm of Lean Six Sigma, improvement decisions should not be driven by the loudest opinion in the room. They should be guided by evidence. That evidence is the Voice of the Process (VOP): the story told by cycle times, defect rates, control charts, rework...
A spreadsheet average can tell you what happened across a period. It cannot reliably tell you when the process changed, whether the change is statistically unusual, or where intervention is required. That is the practical value of a p-chart. It converts simple...
In a high-performing manufacturing environment, OEE and TPM are not competing improvement systems. They are complementary parts of the same operating strategy. Overall Equipment Effectiveness (OEE) tells you how effectively equipment converts planned production time...
A production machine can be technically capable of producing thousands of units each day and still lose a significant share of that capacity to changeovers. When tooling, dies, materials, programs, inspections, and adjustments are handled inefficiently, the bottleneck...
Lean thinking is often associated with production lines, machinery and physical inventory. However, waste: known as muda: appears wherever work, information or decisions flow. In an office, it may be hidden inside an inbox, approval queue, spreadsheet, service desk or...
