Thanks for the reply!
I understand most of that, and I'm on board. My critique isn't so much about the merits of lean as it is about pitfalls in it's application. The culture of lean, as understood at Toyota, can be poorly applied so that managers just mimick the lean jargon. My plea, as a fellow on the receiving end of this, is to see the underlying philosophy of TPS instilled more deeply in management training. Otherwise the knuckleheads just use lean as another tool to control production workers and promote their own prospects. It's hard not to be cynical at times.
On the Just In Time stuff, yes, you are right. I understand. The paper in question was mistakenly ordered and no longer officially in inventory. However, we have an annual project for which we could have used it, had there been enough interdepartmental communication to make a minor adjustment, but rigidity prevailed. We recycled it and they ordered new paper for the project.
Marko de la Flandero
|
