September 2009 - Page 2 of 2

Make Failure Acceptable 0
- Lean Management
- September 13, 2009
I visited a plant recently that was struggling to implement Lean. This plant was having difficulty keeping up with the customer demand. They were operating like a traditional push factory producing large batches utilizing all available resources. What you observed was lots of material and product on the factory floor not moving, poorly utilized process,
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Creative Safety Supply 0
- Lean Resources
- September 10, 2009
Along your Lean Journey it is helpful to have resources at your disposal to aid in your transformation. Mike Wilson, a reader of A Lean Journey, wanted to share his company with others in the Lean community as a resource. Creative Safety Supply specializes in Facility Floor Marking, Aisle Marking, 5S Products, and Ergonomic Solutions.
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Avery Dennison Shares Thoughts on Lean 0
- Lean in Practice
- September 7, 2009
Some of you may be familiar with Avery Dennison. I have been fortunate to visit a couple of their facilities looking at their Lean implementation over the years. For those of you who are not familiar with them you can find a brief description below: Avery Dennison is a global leader in pressure-sensitive technology, retail
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Are We Investing Wisely for Our Economic Future?0
- In the News
- September 3, 2009
Some recent data suggests that the U.S. lags in the global race to invest in production technology and research. Since this economic downturn has taken profits away it is not surprising that companies are not investing as much. Many companies are focused on reorganizing and rebalancing to a newer lower revenue. With all this excess
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Lean Accounting at Watlow Electric 0
- Lean Management, Sharing Best Practices
- September 1, 2009
Many organizations are having success implementing Lean practices but very few have accepted lean accounting. Orry Fiume, who led The Wiremold Company conversion to lean accounting in the early 1990’s before retiring, now spends time sharing the virtues of lean accounting at the Lean Enterprise Institute. Fiume shows how a standard cost-based P&L statement penalizes
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