another, far larger, interruption. I’m
guessing, but that’s a TON of disruption and lost opportunity for making
new product. Let’s say $250.
Play this forward to the job site with
the multiplier of 10, and the num-
bers are staggering. That filler, if not
noticed until the install team needs
it could be a $25,000 piece of wood.
Think I’m crazy? What does it cost to
disrupt your entire factory, deliver a
single part, and pull installers off a
job to return back to a project that
could have been done already, not to
mention the schmoozing you have to
do with the customer? Keep in mind,
everyone has a different operation, but
the message is the same. It’s almost
free to fix at the beginning, but it can
cost a bundle to fix at the end.
Flow = Morale
Remember Flow = Morale. If you’re
trying to create a fun, vibrant culture,
it will be next to impossible when you
bog down the staff with poor quality
cutlists, or other errors. Internal issues
can create an “us versus them” culture
that is not healthy for any organization. Note: Make sure there is a good
feedback loop in place to ensure the
requested fix is really fixed.
A wise person said, “Slow down to
speed up.” Slow down enough to get
engineering 100-percent, and watch
your factory speed up! Those who’ve
done it are nodding their heads, say-
ing, “Oh yeah, I’m so glad we did that.”
Until next month, keep improving,
keep learning and stay lean! ✚
Brad Cairns is the senior principle at
The Center for Lean Learning.