Managing Automation - December 2008 - (Page 37)

much idn’t play d logy d t techno ly sophisticate as tha f lean w sees increasing iew o allies. The old v The new view ’s great s lean a role. rdware a of nd ha ftware a so HIAP RIS C BY CH PINEL LI tion and control systems — Stamm contends that workers themselves are the most flexible components of any lean system. Can Saygin, of the University of Texas at San Antonio’s fledgling Center for Advanced Manufacturing and Lean Systems (CAMLS), sounds a similar cautionar y note for those who might seek to throw technology at the lean challenge. “What [lean] process improvement means is basically understanding your process, understanding those non-value-added activities, and trying to get rid of them,” Saygin says. “Sometimes you can get rid of them very easily, without any technology.” Saygin and Stamm believe that the value stream mapping of operational processes that forms the core of any lean transformation demands a formidable amount of legwork and observation, not a wealth of software. TECHNOLOGY AS PROCESS ENABLER Indeed, a consensus exists among experts that human observation and culture building are critical components in any lean journey. The most apt description of technology’s role, it seems, is as a process enabler — that is, once a manufacturer tr uly understands the value in its processes and has taken pains to sow the seeds of lean thinking among its employees, a myriad of technology components can help attack waste. Virtually any hardware or software provider can claim that its products enable lean. And at a high level, many live up to that claim, since innumerable methods of reducing waste exist, from switching paper-based work instructions to electronic orders, to using a central whiteboard to post key performance metrics. Any manual process that can be more effectively and reliably executed with such tools bolsters the lean agenda of eliminating waste. ST Muthuvelan, principal consultant for lean manufacturing systems & engineering at IT services vendor Infosys, is unabashed about his belief in technology’s potential to deliver lean improvements. “Technology really can be a force multiplier in today’s globally distributed enterprises,” he says. Muthuvelan says a new brand of product lifecycle management (PLM) software, with its digital manufacturing capabilities, will help to address the challenge of adaptability for leanminded companies. “These technologies allow you to completely build the plant floor or manufacturing plant down to the last detail before even cutting the metal,” he says. “This is a big boon for imple- 37 December 2008

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

For optimal viewing of this digital publication, please enable JavaScript and then refresh the page. If you would like to try to load the digital publication without using Flash Player detection, please click here.