I agree, there is LEAN and there is LEAN/Conway Style, which is what we're doing. It focuses on organization in the workplace (Bronze certification) and then moves on to problem solving and JIT inventory(Silver) Now I do not think the inventory controls are all that important because we're not using our inventory to produce a product, but using a logical 7 step problem solving process can sometimes help with getting the right solution the first time.
Amen..excellent insight.
Please explain to my, how can a company control all facets of operation when there are so many changing variations in our daily operations. Oh wait ... I forgot they have patsies, called drivers!
Can you please enlighten us with your insight? How do you think putting a ramp sign beside the ramp, fuel island sign over the fuel island, and all the other idiotic signs everywhere makes us feel? It feels like a total waste of money. As I said, some things are good, but the vast majority is retarded. Oh, can you also tell us who came up and did the time trials as well as the SWI for changing the roll of toilet paper? Thanks.
Stay on topic. And I'll ask again. Your a lean insider, explain how it's going to make thing better and us more profitable ? Don't drink the kool-aid, tell us how. Give us the facts.
That's right, just the facts jack
"Lean insider?" Look, I'm not a salesman and I'm not about to make a sales pitch. It's working at my terminal, we've eliminated a lot of wastes coming from motion, transport, and over processing and our dock operations are more efficient than before we implemented lean. Take lean or leave it, but don't try to ridicule me because I think it works. I was a skeptic when we started.
No ridicule at all. I'm asking for details from your experience. It has not been explained at all to the employees. So please, with detail and specific examples, how is it going to benefit our bottom line? Generalities don't fly for this guy. I would like specifics. If you choose to not provide any, that's fine too.
On the dock, when I need a drum picker, I can find it because there is one at every sector stand at the same location, same for dock hooks, placards, shrink wrap, and other dock assets. In dispatch, everything that is allowed with the exception of pro number books, such as logs, red tags,8300's, whatever else drivers need are all in one location and under inventory control so we don't run out. OS&D has been reworked and lined off and it has it's own SAAG board where drivers write down specific information about freight they place in that area for the OS&D clerk to easily find. It has helped us speed up the OSD process. As to the other stuff I mentioned. Our overall efficience has risen because we've been able to create conditions whereby people on the dock do not have to run all over the place looking for something they need, making the dock work better. If all the terminals did what we have done, I think it would make the entire network run smoother. These are just a few examples, there are many more I can offer. I hope this is the kind of information you're looking for, I tried to be specific and give you a fair feature/benefit type presentation.
Awesome. Thanks. Now, everything you have listed are static processes that can absolutely benefit from programs like lean. Don't think there isn't one person that will argue having things organized makes things go smoother and safer. How is lean being applied to non static processes like p&d, inbound, outbound? This is where lean will not work. Do you agree?
I agree to the extent that until it's tried we don't know for sure. It's likely you're right, but until 7 stop problem solving is applied to dynamic processes like those you mention, we won't know for sure. I think we both agree a trucking company cannot control as many factors affecting their business model as can a factory. The more predictability within the business model, the more likely advanced Lean processes will work.
