All I Need To Know About
Manufacturing I Learned In Joe's Garage: World Class Manufacturing Made Simple by William B. Miller, Vicki L. Schenk
Progress Requires
Change; If You Never Change, You Will Never Progress.
“We would inspect our
work as we went along. We would undoubtedly make minor changes in our process,
perhaps even in the design, as we proceeded.
We would learn to
complement each other’s skills, style, and speed, thereby achieving a
high-throughput balanced production process. I would expect the eighth shelf
section to be designed and built better and faster than the first.”
The Wise Do Only What
Needs To Be Done.
“Different priorities.
We focus on reducing waste, not recording it.
We collect and analyze
data real-time, or as close to it as possible, in order to make improvements.
But I would NOT use a
computer to create unnecessary complexity and then create more computer systems
to help me manage the complexity and analyze errors caused by the initial
complexity.
“I would keep the
planning systems simple, and I would not design complex systems for
work-in-process tracking and reporting. Administrative complexity on the
production floor adds no value to the product.
Your company sets
prices to cover costs and add a profit margin. My company sells competitively,
then reduces costs to make a profit.
No Mistake Is Fatal
Unless You Make It So.
“More equipment
provides backup only if it remains as spare. If it’s redundant. If you use it,
you’ve actually INCREASED the probability of a problem. Statistically, the odds
of something going wrong with one of six drills is higher than the odds of
something going wrong with one of two drills. If you double the amount of
equipment and tools in use, you must halve the failure rate simply to stay
even.”
“A high-leadtime
high-inventory factory requires investment in more than the inventory itself
and the racks and pallets on which it is stored. It requires increased
investment in tools and equipment to work on it, and in trucks, cranes, and
hoists to move it. More things to go wrong. As I am sure you know, things
always go wrong.”
Planning can be
perfect — it’s all theoretical. Execution can never be perfect — it involves
real people using real tools on real material. All we can do is minimize the
opportunities for imperfections, and the effects of them.”
There’s Never Time To
Do A Job Right But There’s Always Time To Do It Over.
Moving Fast Is Not The
Same As Going Somewhere.
Systems people like
everything about manufacturing except having to actually do it or get too close
to it.
The Finest Carver Does
The Least Cutting.
Darkness Is Merely The
Period Before The Dawn Of A New Day.
You Must Give Up The
Present To Have The Future.
TEN COMMANDMENTS OF MANUFACTURING EXCELLENCE
1. PULL production stingily
through the factory pipeline instead of mindlessly pushing material and labor
into it
2. BUILD and SHIP rapidly to improve
manufacturing productivity, rather than storing and moving inventory.
3. SQUEEZE TIME out of the cycle from
order receipt through shipment by eliminating redundant tasks and tasks that do
not contribute directly to output or quality.
4. IMPROVE product design to
enhance manufacturability and provide increased functionality and reliability
to the customer.
5. REDUCE per-unit consumption
of purchased material and supplies.
6. REFINE the production
process to promote simplicity and decrease resource consumption.
7. IDENTIFY and ELIMINATE manufacturing errors at point of commission.
8. SIMPLIFY information and
control systems; integrate them efficiently with design and production.
9. COOPERATE and
COORDINATE with suppliers and service providers to share knowledge and increase
joint effectiveness.
10. STRIVE continually for
incremental improvements in all activities involved with design and delivery of
the product to the customer.
What Is Well Planted Cannot Be Uprooted.
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