We deliver effective and sustainable business improvement through the application of manufacturing disciplines and action learning to business using flawless consulting. Flawless consulting is adhering to good consulting process and being authentic always.
Dan Moriarty has a Bachelor of Mechanical Engineering, a Cert 4 in Training and Assessment and a Cert 5 in Action Learning Facilitation.
The term "Lean Thinking" (Womak and Jones 1996) refers to an
attitude toward reviewing ones work practices and doing only that which is
required to make the customer happy. A set of tools has been developed over the
last 60 years to assist with this. It is a very powerful way to increase
throughput and reduce process cycle time (rather than just reduce costs). This
is especially true for any operational process that is a sequence of
interdependent events, each of which has an upstream supplier and a downstream
customer.The first step on the lean journey is to implement Lean Management
(David Mann, 2010).
Every pair of hands comes with a free brain
Early interpretations of Lean Production (or the Toyota Production
System) hold that there are 7 types of waste; overproduction, waiting,
transporting, over processing, unnecessary inventory, unnecessary motion and
defects. We now know that the 8th waste is the lack of engagement with the
workforce, especially those on the front line. This waste far outweighs the
other 7. Lean Thinking and Action Learning are two ways to capture and maintain
engagement in the operation with all employees.
development through Action Learning
A learning organisation is one which is change ready and able to respond
in a timely manner or resilient. The Action Learning Institute has developed an
Action Learning based organisational development process that: Builds creative
problem solving and leadership capacity throughout the organisation: Uses real
time collaborative technology that measures progress to plan including personal
performance management and verification of competency: Is self-funding in that
it resolves wicked problems early (within weeks sometimes) that positively
impact the bottom line.
Where the rate of production is dependant on machines rather than people
TPM is a good focus for improvement. A machines overall equipment effectiveness
is dependant on the available time x the machine speed x the quality rate. It
is controlled by operators and repaired be maintenance technicians and owned by
the business but who cares for it. In TPM the operators are given ownership and
the maintainers respond to the owners.
All projects have the following structural elements: an organisational
structure, which is typically, command and control: an operating system, which
is typically, activity / task based (Critical Path Method): a commercial
structure, which is typically, transaction and risk management based. This
system is not working well. Projects (of all sorts) are too often overdue,
over-budget and subject to safety problems and litigation. Some young engineers
looked at applying some lean principles to project management and developed a
startling new way of looking at projects. In manufacturing, excess work in
progress inventory came to be seen as waste (a radical idea at the time) used to
buffer against unplanned events but obscuring systemic problems like poor
machine reliability, absenteeism, quality issues and so on. They developed the
Last Planner System to reduce 'contingency' and continuously improve the system.