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In a message dated 6/22/04 5:38:41 PM, clee-engel@bastyr.edu writes:<BR>
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</FONT><FONT COLOR="#0000FF" FACE="Arial" FAMILY="SANSSERIF" SIZE="2">Dear Paul,</FONT><FONT COLOR="#000000" FACE="Geneva" FAMILY="SANSSERIF" SIZE="2"><BR>
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</FONT><FONT COLOR="#0000FF" FACE="Arial" FAMILY="SANSSERIF" SIZE="2"> Thank you for your outrageous story! You wrote:</FONT><FONT COLOR="#000000" FACE="Geneva" FAMILY="SANSSERIF" SIZE="2"><BR>
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</FONT><FONT COLOR="#000000" FACE="Arial" FAMILY="SANSSERIF" SIZE="2"> "I was engaging the entire workforce in the ideas of WCM, so it was a big project, many months. <BR>
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One of the principles in WCM is the idea of the Outrageous Goal...</FONT><FONT COLOR="#000000" FACE="Geneva" FAMILY="SANSSERIF" SIZE="2"><BR>
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</FONT><FONT COLOR="#000000" FACE="Arial" FAMILY="SANSSERIF" SIZE="2"> ...That's the story. As close to an industrial miracle as I've witnessed in my 40 years of manufacturing experience. I have several other such stories, one regarding plastic pipe extrusion, but the principles were the same---set the Outrageous Goal, set the "new rules" and get out of the way.<BR>
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Paul Everett, Consultant<BR>
Lean Systems Thinking (WCM) </FONT><FONT COLOR="#000000" FACE="Arial" FAMILY="SANSSERIF" SIZE="3"> * *</FONT><FONT COLOR="#000000" FACE="Arial" FAMILY="SANSSERIF" SIZE="2"> "</FONT><FONT COLOR="#000000" FACE="Geneva" FAMILY="SANSSERIF" SIZE="2"><BR>
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</FONT><FONT COLOR="#0000FF" FACE="Arial" FAMILY="SANSSERIF" SIZE="2"> and so I am very curious about the relationship between the previous "many months" of work, and the ability to rapidly self-organize to come up with and meet an Outrageous Goal. What kind of conditions do those many months create?</FONT><FONT COLOR="#000000" FACE="Geneva" FAMILY="SANSSERIF" SIZE="2"><BR>
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</FONT><FONT COLOR="#0000FF" FACE="Arial" FAMILY="SANSSERIF" SIZE="2"> Christy Lee-Engel</FONT><FONT COLOR="#000000" FACE="Geneva" FAMILY="SANSSERIF" SIZE="2"><BR>
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</FONT><FONT COLOR="#0000FF" FACE="Arial" FAMILY="SANSSERIF" SIZE="2"> Seattle (where it is sunny! and hot!)</FONT><FONT COLOR="#000000" FACE="Geneva" FAMILY="SANSSERIF" SIZE="2"><BR>
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Dear Christy,<BR>
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Well, well, well---we are close. It was sunny and hot in Shelton, too, in fact, hotter than Seattle. But, normal June has returned and it's cloudy and cool. Sigh.<BR>
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As to your question: every person on the workforce had been through about 80 hours of training in the principles of World Class Manufacturing (Toyota Production System), now called Lean Thinking by many, and they not only had the philosophy of the TPS/WCM (elimination of the Eight Deadly Wastes by identifying Value Adding and Non-Value Adding Time) and an understanding of the Six Keys to WCM (one of which is the OG), but also they had tools such as creative problem solving, quick change tooling, lead time shrinking, statistical quality control (16 hrs), teamwork, Cause and Effect Diagrams with the Addition of Cards (CEDAC), and more. So, the training and education probably affected the machine start up but I'd hesitate to say it was causal. I think it was the suspension of the rules, the organization into self-chosen teams together with their recent classroom experiences, that were major factor. Also a major factor was management's willingness to try something that had never been done before. </FONT><FONT COLOR="#000000" FACE="Geneva" FAMILY="SANSSERIF" SIZE="2"></FONT></HTML>
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