Two kinds of waste
I’m sure two of my observations are present in your
shop, as well, so maybe you can learn right along with
Dustin. One was interruptions of the lead assembly
person. Also one of the builders, when the lead person is interrupted with a question, he stops building.
Now two people are not building cabinets. How many
times is he interrupted each day? What are the interruptions concerning? You should gather that same
information at your shop.
The other opportunity concerns lost time when
changing from one cabinet to the next. We always
think of changeover or set-up as pertaining to equipment. But, bench processes require changeover, too.
How long is the changeover? What is happening? Can
that time be reduced through waste elimination?
Stay tuned for the next installment on how change
happens and how you can grow lean in your shop. ;
Jim Lewis has worked in the furniture
industry for 40 years with a special emphasis
on facilitating the transformation process
for businesses embracing the Lean Business
Model. Jim’s company, The Center for Lean
Learning, is headquartered in Grand Rapids,
MI, with an office in St. Thomas, ON, Canada.
He is a consultant, author, and writer. Jim’s
books include, “The Journey to Excellence –
Successfully Applying Lean Thinking in Your
Business,” “A Testament to Lean Thinking –
Cases for Change,” and a series of ebooklets
under the main title “Applying Lean Thinking.”
The books are in ebook format and are available
through all major ebook retailers and through
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