User Panel
User Panel
User Panel
|
Posted: 1/28/2022 5:29:58 PM EDT
[#1]
I was on the Lean team a few years back, as the lone rank-and-file member at a table of clueless office snackers. Everything went like this:
Lean training: Use a scientific method to observe existing processes and find areas of improvement. Admin: Let's do this thing I thought of as a Lean project. Here's the SOP Me: We need to follow the process-- Admin: I'M NOT BEING HEARD, STOP BEING COMBATIVE, I'M CALLING HR I don't work there anymore |
|
|
|
Posted: 1/28/2022 5:33:33 PM EDT
[#2]
I have a degree in supply chain management.
Lean can be very advantageous if done correctly. Keeps the idiots out of jobs who just click “submit PO” without doing due diligence |
|
|
|
Posted: 1/28/2022 6:17:17 PM EDT
[#3]
Quote HistoryQuoted: sounds like another company trying to use process and buzzwords as a substitute for intelligence and competency. My current employer has done the same with an Agile/Scrum/Kanban word salad for a few years. We were making progress up until a year ago when new projects and new upper management shoved us right back to blind chaos and endlessly dropping everything to chase the latest whim of senior leadership. @governmentman You're not Agile, but you already knew that. |
|
|
|
Posted: 1/28/2022 6:23:05 PM EDT
[#4]
Quote HistoryQuoted: IT Dept at non manufacturing corp uses agile for their projects. Glad I don't work IT and have to listen to all the scrum bullshit @JG_Wentworth What do you mean by "all the scrum bullshit" - what's going wrong / what kind of problems are they having? |
|
|
|
Posted: 1/28/2022 6:24:06 PM EDT
[#5]
Quote HistoryQuoted: I have a degree in supply chain management. Lean can be very advantageous if done correctly. Keeps the idiots out of jobs who just click “submit PO” without doing due diligence If you're having to do a ton of "due diligence " maybe your lean isn't working, or at least being followed. JIT/lean is a shit idea that only came about from being forced. Or whatever |
|
|
|
Posted: 1/28/2022 6:27:20 PM EDT
[#6]
Quote HistoryQuoted: Scrum works very well in software development, but one must have competent architects. That's where most companies that fail at scrum, do so. Quote HistoryQuoted: Quoted: It's like our daily scrum meetings and how we tell people we follow scrum, but there is nothing scrum-like about our development process at all. (If anything, our development process is best defined as anarchy.) Scrum works very well in software development, but one must have competent architects. That's where most companies that fail at scrum, do so. @74HC Scrum doesn't require "capital 'A' Architects." Scrum requires delegation of daily decision making authority to the engineering staff. That's FAR more important than having a dedicated capital A Architect role. If daily decisions arn't delegated to the individual contributor roles, the Scrum implementation is incorrect and failed. Concentrating decision making into a capital A Architect and taking it away from the individual contributors is an anti-pattern. That's not to say there's no place for a higher level engineering role (there absolutely is and should be), but it's not a "you do this and you do that" role. |
|
|
|
Posted: 1/28/2022 6:28:56 PM EDT
[#7]
Quote HistoryQuoted: My employer has been "switching to agile" for the entire 7 years I've worked there. So far, basically no one does it. Occasionally one or two hardcharger PMs will run a project that way while bitching about how its not working right because the organization all around them just isn't set up that way..lol I'm just glad everyone finally dropped 90% of the corporate jargon bullshit that used to infect this place. For the most part we all just talk like people again. @dskeet You'll never get there until your organization diminishes the number of PMPs on payroll. They're in the way, not helpful. |
|
|
|
Posted: 1/28/2022 6:30:23 PM EDT
[#8]
Quote HistoryQuoted: It fails due to A for instance is that the meetings in which the managers are supposed to only listen and not talk turns into an endless circle that only gets broken when they "understand" it all. I used to fucking LOVE pointing out that we're not really embracing scrum if we're corrupting it by altering its core tenets. And it always degenerates into more pressure at the front edge of the project, leaving maintenance, bugfixes and other critical things unhandled, and blamed on others for not finding "workarounds" because the team is "really busy on their sprint." Quote HistoryQuoted: Quoted: Scrum works very well in software development, but one must have competent architects. That's where most companies that fail at scrum, do so. It fails due to A for instance is that the meetings in which the managers are supposed to only listen and not talk turns into an endless circle that only gets broken when they "understand" it all. I used to fucking LOVE pointing out that we're not really embracing scrum if we're corrupting it by altering its core tenets. And it always degenerates into more pressure at the front edge of the project, leaving maintenance, bugfixes and other critical things unhandled, and blamed on others for not finding "workarounds" because the team is "really busy on their sprint." Mostly correct, with one |
|
|
|
Posted: 1/28/2022 6:32:15 PM EDT
[#9]
In healthcare, it means doctors are the highest paid data entry clerks going, while administrators get paid bonuses for getting rid of the data entry positions, thus increasing corporate profit at the expense of physician productivity & patient care/satisfaction while locally affecting the job market, getting rid of jobs once held by high school grads.
It’s a “win:win” for admin and “lose:lose” for everyone else. |
|
|
|
Posted: 1/28/2022 6:39:22 PM EDT
[#10]
I worked at a place that did 6Sigma, it was a waste of time and money. It has its place but office work is not one of them. Honestly it’s mostly a scam bc some jackass sigma person sells mgmt on it, they pay him a shit ton to come in and train the force, then pay more for him to consult to make it work. It never does and he moves on to repeat at some other company.
Now Agile is the new rage…again it has some good principles but is basically a way to micromanage the ever loving shit out of everyone. |
|
|
|
Posted: 1/28/2022 6:44:46 PM EDT
[#11]
Quote HistoryQuoted: Just hope they don't move your cheese. Or One Minute Manager versus 59 Second Employee. Don't for get The Goal and the (in)famous Boy Scout hike...guess wokeness these days precludes a Boy Scout analogy. |
|
|
|
Posted: 1/28/2022 6:46:14 PM EDT
[#12]
I know of an incompetent manager that fancies himself as a lean expert (not even close).
I told him he really took 5s to the next level and created 6s. The sixth S was "SUPRISE!" He'd go in and "kaizen" shit in various areas on the weekend by himself without consulting anybody. He'd literally move somebodies desk, like not turn it around, like move it the fuck to a different area of the shop  He is no longer employed by the organization.Lean principles can be applied to just about anything...... to a point. But it has to be very calculated, specific, and relevant. We have a large aerospace customer that has a couple people on their staff that will travel to vendor locations and train/kaizen, etc. at the vendors request. That lady was really down to earth and practical, we actually learned something. |
|
|
|
Posted: 1/28/2022 6:46:28 PM EDT
[#13]
I was trained in LSS to finish my thesis, but as a Healthcare application rather than manufacturing. My thesis centered around building a theoretical framework to build, maintain, and evaluate system-wide Healthcare policy and procedure. I took aspects of LSS and blended with several other programs and tailored them to Healthcare. It holds some great theories, and can be applied to nearly any industry to increase efficency. Bringing in an LSS expert and some low level training for employees....especially new employees....can provide quantitative changes in your business. Of course, nearly every aspect of it will benefit business owners and administrators significantly more than the individual employee. Unfortunately, people get so wrapped up in LSS that they forget their eventual target and become waste themselves. I worked with quite a few of these type.
My advice is to spend a few hours learning about LSS before denouncing it. It is based on some decent research and can help you be a better worker, admin, or business owner, whatever you may be. That said, it is not the best program out there IMO and they are years late to the game it sounds. |
|
|
|
Posted: 1/28/2022 6:46:46 PM EDT
[#14]
Quote HistoryQuoted: I'm a lean "champion" how can I help you.  I think he has too many pens and pencils at his desk, and they shouldn’t be in drawers. Our company does not need blue pens and black pens. Cumulatively, minutes are wasted annually while employees hesitate while reaching for pens. Eliminating blue pens eliminates waste and increases profitability. |
|
|
|
Posted: 1/28/2022 6:49:00 PM EDT
[#15]
Quote HistoryQuoted:JIT is a shit idea that only came about from being forced. JIT usually ends up JTL....Just Too Late And then you've got FIFO....First In First Out.....but that ends up being FISH. First In, Still Here. Tony |
|
|
|
Posted: 1/28/2022 6:56:13 PM EDT
[#16]
Quote HistoryQuoted: @74HC Scrum doesn't require "capital 'A' Architects." Scrum requires delegation of daily decision making authority to the engineering staff. That's FAR more important than having a dedicated capital A Architect role. If daily decisions arn't delegated to the individual contributor roles, the Scrum implementation is incorrect and failed. Concentrating decision making into a capital A Architect and taking it away from the individual contributors is an anti-pattern. That's not to say there's no place for a higher level engineering role (there absolutely is and should be), but it's not a "you do this and you do that" role. Quote HistoryQuoted: Quoted: Quoted: It's like our daily scrum meetings and how we tell people we follow scrum, but there is nothing scrum-like about our development process at all. (If anything, our development process is best defined as anarchy.) Scrum works very well in software development, but one must have competent architects. That's where most companies that fail at scrum, do so. @74HC Scrum doesn't require "capital 'A' Architects." Scrum requires delegation of daily decision making authority to the engineering staff. That's FAR more important than having a dedicated capital A Architect role. If daily decisions arn't delegated to the individual contributor roles, the Scrum implementation is incorrect and failed. Concentrating decision making into a capital A Architect and taking it away from the individual contributors is an anti-pattern. That's not to say there's no place for a higher level engineering role (there absolutely is and should be), but it's not a "you do this and you do that" role. It's popular here to blame the concept or methodology for what usually sounds like management incompetence. It's part of the overall weird reaction to any new words or concepts as something be mocked before even trying to understand it. |
|
|
|
Posted: 1/28/2022 7:03:03 PM EDT
[#17]
Cross pollinating ideas will create the synergy needed to be rock stars. Or it was something like that. The twenty somethings ate it up.
Ideas that were brought forward were shot down because decision makers had no understanding of operations. Or they didn't come up with the idea first and the ego's of managment started to synergize. F'en echo chamber rattling around in their closed minds. |
|
|
|
Posted: 1/28/2022 7:18:03 PM EDT
[#18]
Quote HistoryQuoted: Not sure if it's a bona-fide system or not, but my wife's company runs lean. They have to justify pretty much every expense, which makes it very hard to add employees. Running a lean staff also makes it easy to spot lazy employees who don't want to carry their weight. Those types don't last very long. Lean means operating with not one more tool than necessary to assemble a widget in the cell, or tossing out that 100 HP motor sitting in the rack in case the one on the bottling line dies. If a secondary job shows up and no one has a pair of pliers, don't hand me cannon plug pliers, especially if the jaws get mangled to get the job done. I expect there are a few companies that are running the numbers on returning to complete vertical integration after this recent supply nonsense. |
|
|
|
Posted: 1/28/2022 7:32:57 PM EDT
[#19]
After our 1990s MBA guy was shown the door new leadership is already signaling they are willing to spend money reasonably to capitalize on opportunities.
They are also going balls to the wall to ramp up more local production capabilities. While I'm sure they will be efficient and use the money wisely it appears using "lean" as an excuse to be cheap, avoid risks and generally stay mired in mediocracy is over. |
|
|
|
Posted: 1/28/2022 7:35:00 PM EDT
[#20]
 Frank Sinatra "Lean Baby" |
|
|
|
Posted: 1/28/2022 7:38:01 PM EDT
[#21]
Quote HistoryQuoted: Navy was (is) no better. Quote HistoryQuoted: Quoted: The Army tried that years ago. It didn’t work. Navy was (is) no better. Was exposed to it in the USMC a few years back. Laaaaaaame Exactly what we need. More vague buzzwords that mean fuck-all nothing in our collective vocabulary. |
|
|
|
Posted: 1/28/2022 7:45:10 PM EDT
[#22]
Quote HistoryQuoted: Sounds like he probably actually needs a yellow belt... then he can tell the black belt there's a problem and it can be delegated to a green belt to fix. Quote HistoryQuoted: Quoted: Clearly, you need a black belt. Sounds like he probably actually needs a yellow belt... then he can tell the black belt there's a problem and it can be delegated to a green belt to fix. |
|
|
|
Posted: 1/28/2022 7:45:14 PM EDT
[#23]
You need to introduce your company to "Who Moved My Cheese" by Johnson.
It will revolutionize your business or at least be entertaining for 5 minutes. |
|
|
|
Posted: 1/28/2022 7:46:44 PM EDT
[#24]
Quote HistoryQuoted: That’s a bingo. Lean or six sigma is cool right up until it optimizes away a layer or two of middle management. Then there is a mad dash to justify the FTE. Quote HistoryQuoted: Quoted: If you go back to the 1940's it was basically what allowed our industrial base to turn into a war supply machine staffed with women and old men. The fact that it is so poorly implemented in a lot of organizations speaks to poor leadership. You can't hire some consultants and put up some banners with buzzwords on them and expect instant change. In fact, you're probably better off launching small improvement projects with no fan fare. Just work to make the people that actually create value for your company more efficient. How many of you guys complaining have ideas that would make your job easier and more efficient by eliminating some corporate BS from your life? All it takes is strong leadership to come in and listen to the guys putting in the work and implementing the right changes. The biggest hang up that I see today is that most of those changes mean creating a "lean" management structure. Which means cutting out a lot of the middle management companies carry with no real benefit. That’s a bingo. Lean or six sigma is cool right up until it optimizes away a layer or two of middle management. Then there is a mad dash to justify the FTE. As much dumbshit as my company dreamed up for us dumbass truck mechanics to do...in a 28 year career I witnessed 4 huge upper/middle management buyouts and never an hourly employee one. The board and directors knew who kept the shit running and moving. BTW...following dumb ideas/procedures to the letter will eventually get them to go away. The company decided that every part above 10.00 needed management approval for purchase. By the time you made a list, sent the boss an email, went home, returned the next day, read email, ordered parts, received and installed said parts, out of service went from a day or two to something like a week for even minor shit. It was nothing to have 25% of the fleet out of service awaiting parts or approval. It took less than three months for shit to change... |
|
|
|
Posted: 1/28/2022 7:47:45 PM EDT
[#25]
Lean is sucking right now! Inventory turns don't mean shit when your lead times are tripled.
We have some lead times that went from 6 to 8 weeks to 71 weeks. Yeah, suck it Lean! |
|
|
|
Posted: 1/28/2022 7:57:41 PM EDT
[#26]
Quote HistoryQuoted: Yeah we used to be big into the Lean, 5S, Kaizen stuff then about 4-5 years ago all that shit fell by the wayside and things haven't really changed. We had some upper management / executive level changes so I am guessing it was related to that. Less busywork and bullshit to worry about. It’s a circle jerk - management wants to make it look like they are putting in quality systems in place to keep their contracts. They pass it all down to the underlings to implement the system- when it fails because management wants to keep production to meet customer needs - they blame the underlings for the system failure and fire them. Then the circle jerk starts all over again. Quality Matters !!!!!! Bottom line - management wants their bonus— Frick Quality ! |
|
|
|
Posted: 1/28/2022 8:00:54 PM EDT
[#27]
Quote HistoryQuoted: I worked at a place that did 6Sigma, it was a waste of time and money. It has its place but office work is not one of them. Honestly it’s mostly a scam bc some jackass sigma person sells mgmt on it, they pay him a shit ton to come in and train the force, then pay more for him to consult to make it work. It never does and he moves on to repeat at some other company. Now Agile is the new rage…again it has some good principles but is basically a way to micromanage the ever loving shit out of everyone. @Spasm Agile is not a way to micromanage employees, it's the exact opposite. If micromanagement was worse in your organization after they started to "implement Agile" the most likely cause is executive management was disengaged, delegated "becoming agile" to middle management, and middle management actively sabotoged Agile to make it look bad to executive management so they could report back "Agile isn't right for us" and defend their legacy scoped middle management authority against an Agile transformation. When you hear "story points weren't right for us" from middle management, that's what's happening. Story points neuters many forms of micromanagement that's possible with hours based estimates. |
|
|
|
Posted: 1/28/2022 8:01:40 PM EDT
[#28]
my last couple jobs went that way and now we can't get parts. It works if you only make a couple things without a lot of parts variations. If you make thousands of different products its nuts. They will throw out inventory that is good, then have to buy higher a year later or wait for 2 years to get what they tossed out. Somehow they saved money, when we cannot ship product.
other place went so lean ,,,, they outta business. |
|
|
|
Posted: 1/28/2022 8:01:50 PM EDT
[#29]
Quote HistoryQuoted: It's popular here to blame the concept or methodology for what usually sounds like management incompetence. It's part of the overall weird reaction to any new words or concepts as something be mocked before even trying to understand it. Quote HistoryQuoted: Quoted: Quoted: Quoted: It's like our daily scrum meetings and how we tell people we follow scrum, but there is nothing scrum-like about our development process at all. (If anything, our development process is best defined as anarchy.) Scrum works very well in software development, but one must have competent architects. That's where most companies that fail at scrum, do so. @74HC Scrum doesn't require "capital 'A' Architects." Scrum requires delegation of daily decision making authority to the engineering staff. That's FAR more important than having a dedicated capital A Architect role. If daily decisions arn't delegated to the individual contributor roles, the Scrum implementation is incorrect and failed. Concentrating decision making into a capital A Architect and taking it away from the individual contributors is an anti-pattern. That's not to say there's no place for a higher level engineering role (there absolutely is and should be), but it's not a "you do this and you do that" role. It's popular here to blame the concept or methodology for what usually sounds like management incompetence. It's part of the overall weird reaction to any new words or concepts as something be mocked before even trying to understand it. |
|
|
|
Posted: 1/28/2022 8:05:59 PM EDT
[#30]
Quote HistoryQuoted: ...The company decided that every part above 10.00 needed management approval for purchase. By the time you made a list, sent the boss an email, went home, returned the next day, read email, ordered parts, received and installed said parts, out of service went from a day or two to something like a week for even minor shit. ... Before the covid stupidity, some small and mid size tech companies would advertise in a job description that software engineers when hired would have a $10,000 budget to design and build their own workstation - tower monitors and all. Make it how you like it, rather than being forced to use some stripped down cookie cutter computer chosen by someone who doesn't write software 8 hours a day. They did this to advertise that they were not doing what's described above - being penny wise and pound foolish. |
|
|
|
Posted: 1/28/2022 8:22:18 PM EDT
[#31]
Quote HistoryQuoted: Just make sure you use the new cover page for your TPS reports. That'd be great.  I shit you not, this reference played a huge part in me landing the job I just got offered. The plant manager was like "what's your experience level with TPS reports?" I responded "do you like them with or without the cover sheet?  ". Later when I was discussing my offer with them, he said my response was when he knew I was the right choice and would fit in with their team.
|
|
|
|
Posted: 1/28/2022 8:29:52 PM EDT
[#32]
Quote HistoryQuoted: I did LSS shit years ago, also in an office environment. I annoyed everybody by constantly saying, "Man, this would've been a useful thing when I worked in a factory in college." But it was the shiny thing the DoD wanted on all contracts until PMPs became the new shiny thing. My favorite was when the instructor talked about some factory tracking people's motions to place tools closer to their workstations and did we have ideas like that and we all said, "we sit at desks and email things." |
|
|
|
Posted: 1/28/2022 8:31:20 PM EDT
[#33]
Quote HistoryQuoted: Before the covid stupidity, some small and mid size tech companies would advertise in a job description that software engineers when hired would have a $10,000 budget to design and build their own workstation - tower monitors and all. Make it how you like it, rather than being forced to use some stripped down cookie cutter computer chosen by someone who doesn't write software 8 hours a day. They did this to advertise that they were not doing what's described above - being penny wise and pound foolish. Quote HistoryQuoted: Quoted: ...The company decided that every part above 10.00 needed management approval for purchase. By the time you made a list, sent the boss an email, went home, returned the next day, read email, ordered parts, received and installed said parts, out of service went from a day or two to something like a week for even minor shit. ... Before the covid stupidity, some small and mid size tech companies would advertise in a job description that software engineers when hired would have a $10,000 budget to design and build their own workstation - tower monitors and all. Make it how you like it, rather than being forced to use some stripped down cookie cutter computer chosen by someone who doesn't write software 8 hours a day. They did this to advertise that they were not doing what's described above - being penny wise and pound foolish. Funny micromanagement story from a computer programmer friend. He worked for a large .gov contractor. Someone decided there was was to much waste in the break room coffee. They had the large sized Bunn carafes. So what do they do? Go to a K cup style coffee maker. Less waste. Now you have multiple guys standing around waiting on the coffee machine that are getting paid 150K plus. But some manager saved a few bucks on the monthly coffee bill.... |
|
|
|
Posted: 1/28/2022 8:33:12 PM EDT
[#34]
Quote HistoryQuoted: As much dumbshit as my company dreamed up for us dumbass truck mechanics to do...in a 28 year career I witnessed 4 huge upper/middle management buyouts and never an hourly employee one. The board and directors knew who kept the shit running and moving. BTW...following dumb ideas/procedures to the letter will eventually get them to go away. The company decided that every part above 10.00 needed management approval for purchase. By the time you made a list, sent the boss an email, went home, returned the next day, read email, ordered parts, received and installed said parts, out of service went from a day or two to something like a week for even minor shit. It was nothing to have 25% of the fleet out of service awaiting parts or approval. It took less than three months for shit to change... Quote HistoryQuoted: Quoted: Quoted: If you go back to the 1940's it was basically what allowed our industrial base to turn into a war supply machine staffed with women and old men. The fact that it is so poorly implemented in a lot of organizations speaks to poor leadership. You can't hire some consultants and put up some banners with buzzwords on them and expect instant change. In fact, you're probably better off launching small improvement projects with no fan fare. Just work to make the people that actually create value for your company more efficient. How many of you guys complaining have ideas that would make your job easier and more efficient by eliminating some corporate BS from your life? All it takes is strong leadership to come in and listen to the guys putting in the work and implementing the right changes. The biggest hang up that I see today is that most of those changes mean creating a "lean" management structure. Which means cutting out a lot of the middle management companies carry with no real benefit. That’s a bingo. Lean or six sigma is cool right up until it optimizes away a layer or two of middle management. Then there is a mad dash to justify the FTE. As much dumbshit as my company dreamed up for us dumbass truck mechanics to do...in a 28 year career I witnessed 4 huge upper/middle management buyouts and never an hourly employee one. The board and directors knew who kept the shit running and moving. BTW...following dumb ideas/procedures to the letter will eventually get them to go away. The company decided that every part above 10.00 needed management approval for purchase. By the time you made a list, sent the boss an email, went home, returned the next day, read email, ordered parts, received and installed said parts, out of service went from a day or two to something like a week for even minor shit. It was nothing to have 25% of the fleet out of service awaiting parts or approval. It took less than three months for shit to change... Malicious compliance is an effective vehicle for change. |
|
|
|
Posted: 1/28/2022 8:36:19 PM EDT
[#35]
Management "fads" are fascinating.
Especially when rabidly embraced by folks with no understanding of the logistics involved. |
|
|
|
Posted: 1/28/2022 8:36:41 PM EDT
[#36]
Quote HistoryQuoted: @governmentman You're not Agile, but you already knew that. Quote HistoryQuoted: Quoted: sounds like another company trying to use process and buzzwords as a substitute for intelligence and competency. My current employer has done the same with an Agile/Scrum/Kanban word salad for a few years. We were making progress up until a year ago when new projects and new upper management shoved us right back to blind chaos and endlessly dropping everything to chase the latest whim of senior leadership. @governmentman You're not Agile, but you already knew that. Yeah, hence describing what my employer does as 'word salad' rather than actually practicing it. you've preached to me with that a few times before. I've yet to see it implemented in a pure enough form anywhere to meet your definition. Not saying it doesn't exist, but it certainly seems to be really damn rare. |
|
|
|
Posted: 1/28/2022 8:40:20 PM EDT
[#37]
Quote HistoryQuoted: I worked for a company that implemented this nationwide in the service industry. Problem was our facility operated with 25 employees on a 24-hour clock, as opposed to hundreds of employees in other facilities. When the efficiency experts came in to study everything we did, they ended up leaving with virtually no suggestions on how to become more efficient with only one person doing each job at any given time. It was kind of funny. Quote HistoryQuoted: Quoted: I did LSS shit years ago, also in an office environment. I annoyed everybody by constantly saying, "Man, this would've been a useful thing when I worked in a factory in college." But it was the shiny thing the DoD wanted on all contracts until PMPs became the new shiny thing. My favorite was when the instructor talked about some factory tracking people's motions to place tools closer to their workstations and did we have ideas like that and we all said, "we sit at desks and email things." 10 years ago I was chosen to have one of those companies follow me around for a weeks worth of work. At the time my hours were 0300 to 1130. After the last day the guy said to me..."The company doesn't pay you guys enough". |
|
|
|
Posted: 1/28/2022 8:43:16 PM EDT
[#38]
Quote HistoryQuoted: Might need to optimize that process to achieve more synergy Kaizen! (Phone autocorrected this to Karen originally. I don't know whether to lmao or throw this thing through the window.) 5S! (Code for throw it away if it won't be used in the next month.) Pokeyoke! (Build the components so the lowest common denominator can assemble them. Or maybe don't hire, retain, or promote dumbasses who can't figure out and follow instructions.) |
|
|
|
Posted: 1/28/2022 8:46:46 PM EDT
[#39]
Quote HistoryQuoted: If you are not in manufacturing or more specifically if you are in a service industry, when you hear the words Lean 6 Sigma, Lean 6 ,6 Sigma or Lean Anyfuckingthing just start looking for a job because before it is all over you will need it. If you hear it from a 32 year old in cotton dockers, boat shoes and a Hitler youth haircut then take vacation time and go find one NOW. |
|
|
|
Posted: 1/28/2022 8:47:50 PM EDT
[#40]
Quote HistoryQuoted: If you are not in manufacturing or more specifically if you are in a service industry, when you hear the words Lean 6 Sigma, Lean 6 ,6 Sigma or Lean Anyfuckingthing just start looking for a job because before it is all over you will need it. If you hear it from a 32 year old in cotton dockers, boat shoes and a Hitler youth haircut then take vacation time and go find one NOW. If you think Lean is bad, just wait until your company become aware of Total Productive Maintenance. |
|
|
|
Posted: 1/28/2022 8:52:35 PM EDT
[#41]
Quote HistoryQuoted: Malicious compliance is an effective vehicle for change. Quote HistoryQuoted: Quoted: Quoted: Quoted: If you go back to the 1940's it was basically what allowed our industrial base to turn into a war supply machine staffed with women and old men. The fact that it is so poorly implemented in a lot of organizations speaks to poor leadership. You can't hire some consultants and put up some banners with buzzwords on them and expect instant change. In fact, you're probably better off launching small improvement projects with no fan fare. Just work to make the people that actually create value for your company more efficient. How many of you guys complaining have ideas that would make your job easier and more efficient by eliminating some corporate BS from your life? All it takes is strong leadership to come in and listen to the guys putting in the work and implementing the right changes. The biggest hang up that I see today is that most of those changes mean creating a "lean" management structure. Which means cutting out a lot of the middle management companies carry with no real benefit. That’s a bingo. Lean or six sigma is cool right up until it optimizes away a layer or two of middle management. Then there is a mad dash to justify the FTE. As much dumbshit as my company dreamed up for us dumbass truck mechanics to do...in a 28 year career I witnessed 4 huge upper/middle management buyouts and never an hourly employee one. The board and directors knew who kept the shit running and moving. BTW...following dumb ideas/procedures to the letter will eventually get them to go away. The company decided that every part above 10.00 needed management approval for purchase. By the time you made a list, sent the boss an email, went home, returned the next day, read email, ordered parts, received and installed said parts, out of service went from a day or two to something like a week for even minor shit. It was nothing to have 25% of the fleet out of service awaiting parts or approval. It took less than three months for shit to change... Malicious compliance is an effective vehicle for change. I'll give you another example. Inventory control. Sure you need to keep track of where parts are going but....getting an active warning letter for having a missing 1.00 bulb in inventory??? So every Friday I'd put 4 hours on my timecard and I'd run a printout and count my inventory to make sure it was flawless. My manager gave me shit about it. I kept on doing it. I'm not losing my job over a few missing bulbs. Come to find out down the road a huge number of the other mechanics were doing the same thing to CYA. Upper management saw the wasted hours on the time cards and changed the policy to a 10% dollar variance. That number was easy to keep control of and keep yourself out of trouble.... |
|
|
|
Posted: 1/28/2022 9:04:49 PM EDT
[#42]
Sounds like you work for a major insurance company that has been trying to automate jobs away for many years, but keeps buying programs from the discount bin at Office Max or Costco and can't seem to get things to ever work right.
But yeah...I see stuff like that all the time. Ladder climbers come in, introduce something "new," and then attach all the proper buzzwords to it to get upper mgmt on board. It's then rolled out only to falter and eventually be propped up at least until the next ladder climber with something "new and novel" comes along to package another turd of a program spray painted gold. See it all the time if you hang around long enough. |
|
|
|
Posted: 1/28/2022 9:05:24 PM EDT
[#43]
The Navy has it - put the trash can on the red x.
|
|
|
|
Posted: 1/28/2022 9:06:19 PM EDT
[#44]
Quote HistoryQuoted: To be honest, six sigma will appropriately generate reliable vortals. It will also let you enthusiastically synergize front-end niche markets. While also proving rapidiously architect real-time expertise. This will inturn cause your workforce to dramatically incubate innovative sprints. The benefit of that will be to ungibly innovate multidisciplinary virtualization. Want to know how I know that is made up gibberish? It sounds like it but to many you would be god-like. |
|
|
|
Posted: 1/28/2022 9:23:57 PM EDT
[#45]
Quote HistoryQuoted: We literally had maybe 1-2 hours of training and a couple of follow up calls. We are not a manufacturing company. We don't make a product at all. The only change we've had as mentioned earlier is a 15 minute "daily operating review" call. I have no doubt it wasn't rolled out correctly. Amusingly, the part so many companies that SHOULD be using it get wrong is that they think it will be a cost savings measure early on. It won't. In fact, it may COST money to setup. You will have new inefficiencies while you adjust schedules and routes and supply timings. You may need to purchase significant amounts of materials or equipment to make it actually work. Going forward, once you achieve the efficiency gains it is designed to give you, the savings will pay off. There's also the fact that too many of the people who are big champions at companies have NO idea about the actual operations level situation. They look at how long it's supposed to take to get new materials in once ordered, how long they should last... they don't actually look at how often those orders take longer to arrive, or have issues. They don't look at how often production has to adjust between orders. They don't consider what will happen to their cute little flow chart if a truck has an accident or breakdown and before it's back up (because you DID have a spare, right?) there's another issue or suddenly increase in orders due to a seasonal or other short term change where normally your spare(s) would suffice. It's a perfect storm, because very often the PROBLEM should actually be an advantage for the business because it's caused by things you can use to create good will with customers or a jump in sales. But, if you went so LEAN that you can't handle the situation you shoot yourself in the foot. There's nothing in LEAN that actually says to not plan for this kind of stuff, it's just that people start making their cost savings sheets and it looks a lot better without that little extra insurance for when things don't go smoothly. RIGHT until something goes wrong, then everyone starts pointing fingers. |
|
|
|
Posted: 1/28/2022 9:49:02 PM EDT
[#46]
Quote HistoryQuoted: It's earned by making up nonsensical titles that start as buzzwords instead of using perfectly serviceable descriptive language. Quote HistoryQuoted: Quoted: Quoted: Quoted: Quoted: It's like our daily scrum meetings and how we tell people we follow scrum, but there is nothing scrum-like about our development process at all. (If anything, our development process is best defined as anarchy.) Scrum works very well in software development, but one must have competent architects. That's where most companies that fail at scrum, do so. @74HC Scrum doesn't require "capital 'A' Architects." Scrum requires delegation of daily decision making authority to the engineering staff. That's FAR more important than having a dedicated capital A Architect role. If daily decisions arn't delegated to the individual contributor roles, the Scrum implementation is incorrect and failed. Concentrating decision making into a capital A Architect and taking it away from the individual contributors is an anti-pattern. That's not to say there's no place for a higher level engineering role (there absolutely is and should be), but it's not a "you do this and you do that" role. It's popular here to blame the concept or methodology for what usually sounds like management incompetence. It's part of the overall weird reaction to any new words or concepts as something be mocked before even trying to understand it. Most of his systems literally come complete with precisely defined terms for positions and functions specifically to prevent "nonsensical titles" and meaningless "buzzwords," instead creating a level of standardization. |
|
|
|
Posted: 1/28/2022 9:55:55 PM EDT
[#47]
Quote HistoryQuoted: No clue. In my place its usually lots of talk and a big nothing. Been my experience. Attended the meeting we had. They asked for ideas to discuss and I dropped about a dozen things off the top of my head that could shave about an hour off most peoples day. Everyone agreed these were great ideas. None of which was executed. Typical big company thinking. |
|
|
|
Posted: 1/28/2022 9:58:09 PM EDT
[#48]
lol, reminds me of Quality through Participation where I worked. It was a state government thing. I worked in LE, absolutely no one in management wanted our participation in steering the ship. It was jokingly called the Quick Ticket Program. All management wanted was more and more tickets written.
|
|
|
|
Posted: 1/28/2022 9:59:40 PM EDT
[#49]
Unfortunately JIT thinking will run you out of business in BidenWorld.
|
|
|
|
Posted: 1/28/2022 10:02:18 PM EDT
[#50]
"Deck Building", "Kaizan", "Six-Sigma", "Lean", "5S"...to mention a few.
Jesus Christ, I can't wait to retire in December. |
|
|
Win a FREE Membership!
Sign up for the ARFCOM weekly newsletter and be entered to win a free ARFCOM membership. One new winner* is announced every week!
You will receive an email every Friday morning featuring the latest chatter from the hottest topics, breaking news surrounding legislation, as well as exclusive deals only available to ARFCOM email subscribers.
AR15.COM is the world's largest firearm community and is a gathering place for firearm enthusiasts of all types.
From hunters and military members, to competition shooters and general firearm enthusiasts, we welcome anyone who values and respects the way of the firearm.
Subscribe to our monthly Newsletter to receive firearm news, product discounts from your favorite Industry Partners, and more.
Copyright © 1996-2024 AR15.COM LLC. All Rights Reserved.
Any use of this content without express written consent is prohibited.
AR15.Com reserves the right to overwrite or replace any affiliate, commercial, or monetizable links, posted by users, with our own.
