Managing Automation - December 2008 - (Page 36)

[DECEMBER 2008] Transformation Integration TechWatch Industries [ INTEGRATION ] he history of what we call lean manufacturing today has followed a fairly straightforward path. The discipline has evolved from its discrete manufacturing roots into a philosophy embraced by process industries as well, and has expanded in scope from a shop floor phenomenon to a pan-operational practice that can tidy up a budgeting department as well as it can tidy up a factory work cell. When gun-shy credit markets this fall made working capital hard to come by for many manufacturers, the concept of saving capital by creating only as much inventory as was truly necessary — one of lean’s main tenets — must have appeared particularly appealing to manufacturers. But lean’s popularity doesn’t depend on lean economic times. In fact, with its simple cornerstone of “reduce waste,” lean is the “world peace” of the business world: Ever yone can agree they want it, but not everyone agrees on how to get it. Lean is not a business practice rife with controversy, but it is not entirely free of it, either. The main area of contention has been technology’s place in the application of lean practices, and how it can be integrated to maximum ef- fect. Across the decades, proponents have clashed over technology’s role, and the tug of war between lean purists and technology apologists has left the rope in tatters. To some, the concept of translating lean principles into software systems sounds about as feasible as sitting grade schoolers in front of a computer loaded with learning software and firing their teacher. “I don’t think lean is about automation,” says Dennis Stamm, whose stint as a lean adviser at engineering consultant CH2M Hill stretches back more than two decades to a time when the practice was known as world-class manufacturing. “I think there are places in lean operations where automation can be applied to its advantage, but that’s not what it’s about. Automation is only one of the tools that can be applied.” Stamm also worries that automation tools lack the agility needed to achieve truly lean production or distribution environments. “If you apply automation heavily, it might suit the process or the product that you’re working with when you design the automated systems, but it’s not generally flexible to changes,” Stamm says, “and one of the keys to lean is agility.” While various forms of technology are becoming more agile — including robots and informa- ma December 36 2008 Illustration: Jeff Metzger

Table of Contents Feed for the Digital Edition of Managing Automation - December 2008

Managing Automation - December 2008 Contents Take 1 Business Objects Chief Says Union with SAP Meets Objectives After One Year Yes, Emerson, Too, Is in the MES Market Infor Chief Puts Off IPO, Restarts Buying Plans Kronos Now Tracks Shop Floor Machines IQMS Rolls Out User Interace, Other Upgrades Notes Five Ideas for Demand Planning Building on the SOA Blueprint Innovation Now A Team Effort Lean %2B Technology = LEAN^2 Finding Flaws Before They Spread Product Scan Advertiser Index Next

Managing Automation - December 2008

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