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VAVE: VALUE ANALYSIS VALUE ENGINEERING
By Drive, Inc. on Tuesday 14 February 2012.
We work with numerous companies that functionally separate design and manufacturing. Typically, they are separated geographically and through the reporting structure; not meeting up again until we reach the senior VP level or above. We also observe that the cost savings focus for both groups is kept separate. However, sometimes we have the opportunity to work with the design and manufacturing group cross-functionally to enhance design and improve cost. This process, known as Value Analysis – Value Engineering (VAVE) allows us to realize cost savings that we simply do not get working alone in the functional silos.
STOPPING TO FIX PROBLEMS
By Drive, Inc. on Saturday 14 January 2012.
I am often asked, “What is the most important principle of Lean manufacturing?” By far, the most important principle is stopping to fix problems. It is perhaps also one of the most misunderstood principles, and not an easy one to implement, because it involves changing Management behavior. The big misconception is that “stopping to fix problems” means “stopping production to fix problems.” Nothing could be further from the truth. Toyota knows better than anyone that you had better satisfy the customer… and the customer doesn’t want a delay in receiving their goods or services from us while we are fixing our problems. Rather, the first step of robust problem response is the restoration of flow. Any manufacturer that can’t figure that out will not be in business very long. Instead, “stopping to fix problems” means “stopping Management to fix problems.” Management usually thinks they are too busy to fix problems. Why Management? Management sets direction, Management controls resources, Management can remove barriers, and Management has the responsibility to grow competent problem-solvers.ding of the problems.
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