Work Stream Consulting @WorkStreamCo
Explore a world of possibilities with Work Stream Consulting—where continuous improvement meets unparalleled expertise. workstreamconsulting.com Joined January 2024-
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@LogisticsStuff Nemawashi is most often skipped when a change looks obvious to the people proposing it. The operators and the second-shift lead usually see the snag that nobody in the meeting did. Ask them first, and the rollout gets a lot quieter.
@MachineShopTalk The report tells you a number moved. The floor tells you why. Best habit I've seen: the supervisor goes to the station where the miss happened before the morning meeting, not after. Five minutes there beats thirty in a conference room.
@EinscribeTheGrt Agreed. The question I keep coming back to: "What did you have to work around today?" Then fix one of those things before the next walk. People open up fast once a walk leads to a change, and they go quiet just as fast when nothing happens.
Good Plastics Today piece on mold changes. The key takeaway: sort every changeover step into internal (press stopped) and external (press still running), then move what you can outside. Most shops find hours before they buy anything. plasticstoday.com/injection-mold…
@abinavmoto Same check here. Planned downtime should be a short written list that ops and maintenance both sign off on, not a bucket anyone can drop stops into. Changeover belongs in the loss column. That's the one SMED can actually shrink.
@augurysys Right order. And before the metric, get a baseline everyone trusts. Plenty of plants have three versions of downtime depending on who's reporting. Agree on the definition, track it for two weeks, then decide whether a tool is worth it.
@kaizen_6sigma The belt that matters is the one earned on a real problem. Judgment comes from reps, not slides.
Adding inspectors rarely fixes quality. It finds more bad parts after they're made. If the same defect keeps showing up, the cause is upstream: a setup, a fixture, a material lot, an unclear standard. Put the effort where the defect starts, not where it gets caught.
@delinsirkov Most plants I walk are really stuck on Standardize. A laminated photo shows what good looks like, but nobody owns checking against it. Make that check part of the team lead's shift routine, and Sustain stops being a fifth step. It's just how the area runs.
@BaoDou3772 The test I trust: can you switch the defect on and off in a controlled trial? If pulling the fix brings it back and restoring it stops it, the cause is confirmed. Then watch several runs. "Operators retrained" alone usually means the real cause is still in the process.
Before the next scrap meeting, walk the rejects bin with the operator who ran the job. Sort by defect, count the top three, and ask what was different when they happened. Ten minutes at the bin tells you more than an hour with the Pareto chart in a conference room. #Quality
@FourtreMedia The chalk circle lesson holds up. What's worked for supervisors I've coached: on the walk, ask, "What do you think is causing it?" before offering a fix. If their answer is good, let them run with it. It feels slower that week and pays off a month later.
@kaizen_6sigma I'd start at the handoff points, too. Most assembly variation I've chased lived between stations: a part staged differently on second shift, a torque check skipped when the line is behind. Standard work written with operators and checked on the floor closes many of those gaps.
@ProcessingMag Agreed. Before anyone signs a capex request, walk the line and find where WIP stacks up. Then check how much time that step loses to changeovers, waiting on material, and minor stops. A lot of "we need another machine" turns out to be recoverable time.
5,000+ projects taught us one thing: improvements stick when the people doing the work help design them. That's why we work alongside your team, not from the sidelines. workstreamconsulting.com/services
@LogisticsStuff The step that gets skipped most is the follow-up. A walk that ends with observations and no owner or date is a tour. Pick one thing, assign it before you leave the floor, and check it on the next walk. That's when operators start believing it matters.
@hgint Scrap and rework are the visible part. The bigger share usually hides in expedited freight, overtime to catch up, and engineers stuck firefighting the same defect. Tag those costs to one recurring problem, and the board conversation changes fast!
Gemba walk tip: go where the work happens, watch, and ask questions. Don't fix anything on the spot. The goal is to see the process as it really is, not as the slide deck says it is.
Quick question for ops leaders: what's the biggest waste in your process right now? Waiting, rework, extra handoffs? Reply below 👇
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