Value stream mapping, or VSM, is a widely spread analytical technique to chart the material flow and the way it is managed, including some key data about the process. In an interesting blog post by Michel Baudin from 2013 (“Where do Value Stream Maps come from?”) he researches the question of where these maps originate
This is the third and last post in a series of three about knowing whether you are on your way to perfect flow. The better your flow, the more profitable your business will be and the more returns it will deliver. But how to know where you stand in terms of flow? And how to
There are many approaches and methods that focus on improving flow. And for good reason, as improving flow yields improved profitability and returns. But how, in fact, can we determine our level of “flow”? In the first post, the typical ‘flow rate’ measure turned out to be unsuitable to do so. In this second post
There are many approaches and methods that focus on improving flow. Material Requirements Planning (MRP), Drum-Buffer-Rope (DBR) or Simplified-DBR (SDBR), Demand-Driven MRP (DDMRP), Quick Response Manufacturing (QRM) and of course Lean’s comprehensive Just-in-Time (JIT) approach share the same objective. In comparing these approaches, however, discussions often concentrate on their inner workings. But they often lack
Demand-Driven Material Requirements Planning, or DDMRP in short, promises to be the first real innovation to MRP since the invention of MRP. Furthermore, in one of its white papers, the Demand Driven Institute states that “Lean Finds a Friend in DDMRP” (2011). DDMRP is positioned as integrating Lean, the Theory of Constraints (TOC) as well
Demand-Driven Material Requirements Planning, or DDMRP in short, promises to be the first real innovation to MRP since the invention of MRP. Furthermore, in one of its white papers, the Demand Driven Institute states that “Lean Finds a Friend in DDMRP” (2011). DDMRP is positioned as integrating Lean, the Theory of Constraints (TOC) as well
Within the context of Lean thinking, quite a lot of attention is given to the proper and smart maintenance of equipment and installations; and for a good reason. Poor maintenance, typically resulting in unplanned down-time, rejects and loss of speed, is still an important cause of poor delivery reliability towards customers. And as a result,
Quick Response Manufacturing (QRM) is touted as the answer to Lean for hi-mix, lo-volume environments typically encountered in SMEs like job shops or machine builders. Personally, after having read the book and some papers about QRM, I got interested in QRM for the management of make-to-order products along make-to-stock fast movers, typically managed with the
Delivery reliability; there hardly is a company that is not measuring this in one way or another. After all, we all want and need to be customer-oriented, right? Measuring our delivery reliability should enable us to check the achievement of our objectives and taking the proper improvement actions if required. But this does mean that our
Kanban implementations are often disappointing and short lived. Companies are promised better service, lower inventories and level demand. But more often the system is abandoned after a short period as it has turned the shop floor into chaos… What went wrong?
