Poka-yoke and pandemic office layout

As the country re-opens, there is the question of how workers can return to offices. How can firms be sure that employees follow appropriate social distancing?

Office furniture maker Allsteel has some thoughts on this. And they start with the Toyota Production System concept of poka-yoke. That is, they suggest designing the layout of the office so that the obvious way to use the space conforms to distancing requirements.

Check out their recommendations here: Poka-Yoke: Mistake-Proof Your Space

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The great manufacturing pivot of 2020

One of my favorite podcasts is 99% Invisible, which covers various issues in design. This week’s episode is largely about the history of masks and managing pandemics (Masking for a Friend, April 21). That part is interesting in its own right. But the tail end of the show (starting around the 28:45 point) is on what the host terms “the great manufacturing pivot of 2020.” That is, how are are companies that have never medical equipment or other necessary supplies shifting on the fly to serve these new markets?

There are two great examples here. The first is Sound Devices, a Wisconsin manufacturer of recording equipment. They are now making face shield — which makes their product page rather trippy. The interesting discussion here is about lead times. Sound Devices is using their existing suppliers for some of the necessary components (preamps need molded plastic parts too) but that doesn’t mean that they can get the parts you want to you tomorrow. While a month and a half wait ahead of product launch may be tolerable in normal times, it can be a huge problem when the goal is to pivot in less than a week,

The second interesting example is the Industrial Sewing and Innovation Center (ISAIC), a Detroit nonprofit that aims to develop a sustainable apparel business in the US. There are two really interesting points. The first is around prioritizing values. ISAIC is now producing disposable protective gowns, which doesn’t exactly jive with having sustainable, environmental production. The second is about adjusting manufacturing processes given the need for social distancing. ISAIC wants to run a lean operation and particularly produces in cells. How do you compromise an efficient layout with the need to space out?

You can find out a little bit more about the role ISAIC is playing in coordinating the work of multiple Detroit firms here.

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Lean operations and supply chain labor standards

How does lean operations interact with how workers are treated? That is the question behind an article in Stanford Business (Lean manufacturing benefits workers and the bottom line, Autumn 2016). Here’s the story in a nutshell. Nike began working with its apparel suppliers to implement lean operations at the suppliers’ factories. This entailed bringing in managers to train them and then supporting them as they began implementing lean assembly lines.

While one side of Nike is doing that, another is going out and auditing suppliers for how well they maintain labor standards. This team is monitoring compliance with local labor laws as well as Nike’s own standards. They are passing out letter grades. Suppliers that are doing well get As and Bs. Those with major violations are getting Cs and Ds.

And, of course, both Nike teams are collecting data: Who has implemented a lean line? Who has cleared up their problems with overtime pay and so on? Some academics get a hold of that data and start to look at whether lean moves the needle on labor standards. (You can find a link to the academic paper here.)

Here is what they found.

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Lean operations for apparel

Fast Company named American Giant one of its most innovative companies of 2015 (American Giant Guns For Gap By Doubling Down On The USA, March 2015). American Giant is purveyor of T-shirts, sweatshirts, and (most famously) hoodies. We have posted about them several times before. Part of American Giant’s pitch is that they make everything in, well, America. They cut and sew all of their items in facilities in California and North Carolina. This TechCrunch video offers a tour of their Brisbane, CA, facility.

Now one of the challenges of producing sweatshirts in the US instead of overseas is the increased labor cost. Check out this graphic from the New York Times (U.S. Textile Plants Return, With Floors Largely Empty of People, Sep 19, 2013)

Assembling garments in the US roughly triples the labor costs. These are partially offset by lower duties and logistic costs, but they remain the primary reason why a US-made costs about 20% more than an Asian one.

But what can be done to make an American sewer more productive to reduce the labor cost gap?

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A one person assembly line

Today’s Wall Street Journal has a special section on “Unleashing Innovation in Manufacturing”. Among the more interesting pieces is a report on Roland DG, a Japanese manufacturer of industrial goods like wide format printers, milling machines and vinyl cutters. These all sound like boxes of metal filled with electrical components that should be built up by a team of workers as they move down an assembly line. But that is not how Roland DG rolls. Instead, they have each machine built by one person guided by a computer that displays instructions, makes sure the correct hardware is presented, and monitors what is done through a networked screwdriver (Japanese Firm Uses a Single-Worker System to Make Its Products, Jun 1).

On a recent day in Roland DG’s factory in Hamamatsu, a city in central Japan, one employee was assembling from scratch an industrial printer that ultimately would be more than twice her size and weigh almost 900 pounds. Another worker who had just joined the company’s fleet of part-timers was making a prototype milling machine. Yet another was assembling the dental-crown milling machine.

A computer monitor displays step-by-step instructions along with 3-D drawings: “Turn Screw A in these eight locations” or “Secure Part B using Bracket C.” At the same time, the rotating parts rack turns to show which of the dozens of parts to use. Meanwhile, a digital screwdriver keeps track of how many times screws are turned and how tightly. Until the correct screws are turned the correct number of times, the instructions on the computer screen don’t advance to the next step.

Workers are rarely confused, but when they are, there’s a button to press that will bring the floor manager running to help.

This video gives an idea of the system in actions.

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Substituting labor for capital at Toyota

What’s the right mix of workers and machines in making cars? According to Bloomberg, Toyota has been re-thinking that question and moving to shift more work back to people (‘Gods’ Make Comeback at Toyota as Humans Steal Jobs From Robots, Apr 7).

Inside Toyota Motor Corp.’s oldest plant, there’s a corner where humans have taken over from robots in thwacking glowing lumps of metal into crankshafts. This is Mitsuru Kawai’s vision of the future.

“We need to become more solid and get back to basics, to sharpen our manual skills and further develop them,” said Kawai, a half century-long company veteran tapped by President Akio Toyoda to promote craftsmanship at Toyota’s plants. “When I was a novice, experienced masters used to be called gods, and they could make anything.”

These gods, or Kami-sama in Japanese, are making a comeback at Toyota, the company that long set the pace for manufacturing prowess in the auto industry and beyond. Toyota’s next step forward is counter-intuitive in an age of automation: Humans are taking the place of machines in plants across Japan so workers can develop new skills and figure out ways to improve production lines and the car-building process.

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Good jobs and bad jobs

I have become increasingly taken with the question of what constitutes a good job. Various parts of operations in many industries have become automated over time and that trend will continue. But firms will still need people. Some production steps will be sufficiently nuanced or require too much dexterity that using a robot is (at least for now) impossible. Other setting like retail will favor resources who can move more or less seamlessly between restocking shelves to checking out customers. So what do these jobs look like? Unfortunately, the answer can be fairly grim.

The Atlantic has an article written by an ex-Politico reporter who lost his job and ended up (mostly out of desperation) working at sporting goods store (My Life as a Retail Worker: Nasty, Brutish, and Poor, Mar 11) and found the experience rather dehumanizing.

Of course, I had no idea what a modern retail job demanded. I didn’t realize the stamina that would be necessary, the extra, unpaid duties that would be tacked on, or the required disregard for one’s own self-esteem. I had landed in an alien environment obsessed with theft, where sitting down is all but forbidden, and loyalty is a one-sided proposition. For a paycheck that barely covered my expenses, I’d relinquish my privacy, making myself subject to constant searches.

“If you go outside or leave the store on your break, me or another manager have to look in your backpack and see the bottom,” Stretch explained. “And winter’s coming—if you’re wearing a hoodie or a big jacket, we’ll just have to pat you down. It’s pretty simple.”

When he outlined that particular requirement, my civil-rights brain—the one that was outraged at New York Mayor Michael Bloomberg’s stop-and-frisk policy and wounded from being stopped by police because of my skin color—was furious. …

I’m not sure why—perhaps out of middle-class disbelief or maybe a reporter’s curiosity—I pressed the issue. Seriously: I have to get searched? Even if I’m just going across the street for a soda, with no more than lint in my pockets? Even if you don’t think I stole anything?

Stretch shrugged, unconcerned. Clearly he’d been living with this one for a while.

“Yeah, it’s pretty simple. Just get me or one of the other managers to pat you down before you leave.”

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Kaizen as charity

A few weeks ago we posted a video of how Toyota engineers helped a New York City food bank optimize how it packs boxes of food to be distributed to families still displaced from Hurricane Sandy. Now the New York Times has a more detailed story of how Toyota Production System Support Center has worked with various parts of The Food Bank for New York City (In Lieu of Money, Toyota Donates Efficiency to New York Charity, Jul 26). It turns out that packing boxes is only one project out of many.

One of the more interesting projects is speeding up how quickly clients can be seated for dinner at a Harlem soup kitchen.

Toyota’s engineers went to work. The kitchen, which can seat 50 people, typically opened for dinner at 4 p.m., and when all the chairs were filled, a line would form outside. Mr. Foriest would wait for enough space to open up to allow 10 people in. The average wait time could be up to an hour and a half.

Toyota made three changes. They eliminated the 10-at-a-time system, allowing diners to flow in one by one as soon as a chair was free. Next, a waiting area was set up inside where people lined up closer to where they would pick up food trays. Finally, an employee was assigned the sole duty of spotting empty seats so they could be filled quickly. The average wait time dropped to 18 minutes and more people were fed.

Why do I like this example?

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Using lean ops at a food bank

Here’s a great video on a New York City food bank using lean operations to improves its distribution operations so it can get more meals to more families.

Thanks to Justin Jugs (Kellogg EMP 91) for bringing this to my attention.

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Improving operations at Honeywell

One of the challenges of growing a business through acquisitions is how the buying firm can create added value that the acquired firm couldn’t create on its own. One possible solution is that the acquirer can bring some operational expertise that the acquired  firm lacks. That, according to the Wall Street Journal, seems to be the case with Honeywell (Honeywell’s System Sensor Plant Declares War on ‘Seven Deadly Wastes’, Jul 1).

The article describes the efforts Honeywell has put in to improve operations at a plant in its System Sensors unit that it inherited when it bought Pittway Corp in 2000. So what did things look like when they bought the place?

The 1,000 workers inherited at the St. Charles plant struggled to align output with demand. The facility often produced too much, anticipating demand that didn’t materialize. Overproduction and excess inventory are two of the seven “deadly wastes.”

“You couldn’t see the plant floor because there was so much inventory stacked up,” says Karl Odegaard, System Sensor’s director of manufacturing.

Sounds like classic case of push production scheduling, right? Here are some of the steps that they took to improve the process.

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