Features

With over 10m vehicles recalled in the last 6 months, Toyota's reputation for quality has been seriously called into question. How does this affect quality programmes based on the same principles?

Posted: 09 Feb 2010

In a previous article, y=f(x) was disproved as a transfer function, and a new formula for quality as a transformation proposed. This white paper describes its application in innovative systems such as kinetic recovery system (KERS). Part 1 looks at Useful work versus Worthwhile work on a single-piece flow line.

Posted: 16 Dec 2009

How do you do less improvement but make it stick? How do we work better on the vital few? How do you incorporate green issues into your Lean programme? These and other questions were explored in a seminar hosted by Professor Peter Hines, chairman of the Lean Enterprise Research Centre and SA Partners.

Posted: 11 Dec 2009

From the archives of onesixsigma, a fascinating case study detailing the quest to improve quality and reduce lead-time.

Posted: 20 Aug 2009

Based around Deming's PDCA cycle, A3 Thinking utilises a simple yet innovative reporting system, designed as part of the Toyota Production System, that can be used for decision making, problem solving and process redesign.

Posted: 16 Jul 2009

Doing things efficiently is pointless if they are the wrong things. Here, we interview Keivan Zokaei of the Lean Enterprise Research Centre about how the best organisations, such as Toyota and Tesco, are adaptive to the market's needs whilst maintaining both quality and efficiency within their business processes.

Posted: 22 Jun 2009

<h4>13th May 2009</h4> i&i Members gathered at Dunchurch Park near Rugby, UK to discuss and learn from a cross-section of industries on the subject of Governance and Process Ownership. <br />

Posted: 22 May 2009

Leading management guru and systems thinking proponent John Seddon speaks with improvementandinnovation.com about how to manage the work instead of the workers, and how the messages of Deming and Ohno have been diluted into an over-reliance on tools.

Posted: 05 May 2009

Alan Harrison has over 12 years of experience in strategic business improvement implementation in world class, world-wideengineering and manufacturing companies. <a href="#q1">What is your background in Six Sigma, Lean and Kaizen?</a></p> <a href="#q2">What does Lean mean to you and to your organisation? </a></p> <a href="#q3">How mature is Lean at Weir Pumps? </a></p> <a href="#q4">What advice would you give to companies looking at Six Sigma, Lean, Kaizen etc.. What should they look for to know which (blend) of initiatives is right for them? </a></p>

Posted: 09 Jan 2009

After seeing Lean/TPS principles work well in its manufacturing department, a manufacturing company decided to implement them in its accounting department, which was riddled with inefficiencies...

Posted: 06 Feb 2008