Glen Kowalski

If it feels like you’re constantly putting out fires in your manufacturing role, time to take a step back… The Lean Manufacturing Starter Handbook highlights a system that: ✅ Frees up your time ✅ Eliminates waste ✅ Adopts continuous improvement ✅ all while getting you to achieve a healthy work-life balance Download it here —> https://lnkd.in/dqbWr4FH #ManufacturingManager #OperationsManager #ManufacturingExcellence #OperationalEfficiency #ProductionManagement #LeanManufacturing #ProcessImprovement #ManufacturingLeadership #IndustrialManagement #ManufacturingInsights #ManagementBestPractices #OperationalLeadership

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Is 𝗵𝘂𝗺𝗮𝗻 𝗲𝗿𝗿𝗼𝗿 really dead? How do you approach human error? Here’s the problem: It’s a manual operation, making about 100 widgets a year. The setup changes often as there are 100s of distinct parts made in this process. A human has to load the part while a machine does something. About 3% of the time a human loads the part backward, or crooked, or upside down. Rigid stops (poke yokes) would cost more than the next 10 years of profit. How do you approach the problem? What if we frame this problem through a Q3.0 lens? What about Q4.0? Does your approach change? See my take on how to solve problems with Q4.0 in my newsletter. Sign up so you don’t miss the next one! https://lnkd.in/g7iPBHyW

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When you believe it can be and should be anyone else's fault, it generally is your own. I walked 10 miles that day, doing the "runner" step that was so desperately missing from the Lean flow of the company. This pull system (I need to go find X, grab X, deliver X so team can focus on X) is far better than the push system (Here is A-Z, good luck finding X, you have 10 minutes to resolve this problem) in Lean thinking. And yet, we can't get anyone to buy in on it because it is all about the survival mindset. And survival mindsets are dangerous for anyone wanting to make a plan. Because plans don't yield immediate results. It looks like a bunch of wasted time and energy because nothing got done. Nothing was created. They can't physically hold planning in their hand, ship it to someone, and make money from it. That is a survival mindset. That is selling out the future to try to make money now, knowing that you very well could not be making money in the future. So I sat there on my 10th hour of working as more things poured in and the company ran out of time, knowing that proper planning wasn't on their radar and never would be. And it was something I couldn't fix on my own. Simply because everyone blames each other for bad actions and not blaming themselves for the bad planning that got us there. But that is okay. It won't happen again, of course. That's what they tell me. Until the end of the next month...

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Everyone have a safe and wonderful weekend! What are your thoughts? Please feel free to add your comments below. Helping companies grow and scale! #manufacturing #bluecollar #leadingwithlean #leanthinking #leanleadership

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Implementing Lean and downsizing your workforce should never go together. Tough decisions in business have to be made, but if you pair it with ideas for Lean optimization, it will be dead in the water. The workforce will see Lean optimization as a negative and be on the defensive. Lean needs to be positive, as its goal is to help make the workers'job easier. Always operate from a base camp of respect for people and you'll never go wrong. https://lnkd.in/g7e9KhQj #lean #rlm #amh #continuousimprovement #supplychain

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What is command & control leadership vs. servant leadership? & which is more effective? A central point of discussion I had with Joe Sullivan at the Manufacturing Executive Podcast ❌ Command leadership is characterized by a hierarchical structure via top-down communication, with a focus on 'taking orders'. ✅ Servant leadership focuses on a “bottom-up” approach which emphasizes the leader supporting & empowering the team. Inverting the organizational hierarchy empowers the manufacturing team, fostering a self-directed and empowered manufacturing workforce. 👉 Take your organizational chart and flip it upside down. Now study it. 👉 How can you support your team? 👉 How does it make you feel? #LeanManufacturing #ManufacturingLeadership #ManfuacturingTeamEngagement #TeamEngagement #EffectiveLeadership

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Adding poka yoke verification to your plant floor checklists is essential. Ensure your error-proofing methods are functioning and operators are using them correctly! #PokaYoke #LeanManufacturing #excellence

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Flying to Orlando for #NPE2024, I finally got the chance to fully read Zingermans Mail Order Inc journey. Microlearning - lean needs to be pulled, not pushed. For anyone struggling to implement lean or struggling to “make it stick”, this book is a great intro into another way. #kata #microlearning #zingermans

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Becoming too important as a manufacturing manager or owner ironically makes you the weakest link! When you’re too critical to daily operations, the entire system relies heavily on you, making it vulnerable. If you can’t step away without everything falling apart, it’s a clear sign that processes and team autonomy need improvement. Empower your team, delegate responsibilities, and establish robust systems so the plant runs smoothly, even in your absence. True leadership ensures the business thrives without you being there 24/7. Need to implement a system that isn’t fully reliant on you? Download the Lean Manufacturing Starter Handbook —> https://lnkd.in/dqbWr4FH #Leadership #ManufacturingManagement #TeamEmpowerment #OperationalExcellence #WorkLifeBalance #LeanManufacturing #ManufacturingOperations

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Do chairs belong in a Lean manufacturing cell? 🪑 Lean 911 unpacks the SQDC impacts of this seemingly small decision.  Listen to this recent episode and share your thoughts - are chairs helping or hindering flow in your operations? Link below in the comments 👇 #Lean911 #LeanManufacturing #ContinuousImprovement #LeanTransformation #LeanHorizons #Podcast #BusinessPodcast

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Fun fact ***The time it takes a maintenance tech to locate a replaced part in a parts room can greatly contribute to the total downtime of an equipment or machine.Reducing the time taken to locate a part by implementing 5S methodologies and inventory tracking models can greatly reduce the total donwntime of machine or equipment. #5S#leanmanufacturing #sixsigma#OldcastleAPGNE #Industrialengineering

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"You do not have enough focus on your bottlenecks or core process" I often get to share this statement as I hear manufacturing leaders share about their struggle to improve the bottleneck operations. I ask "How long does a change-over take?" "About 2 hours". they say ✅ IF YOU ARE MEASURING IN HOURS INSTEAD OF MINUTES, YOU DO NOT HAVE ENOUGH FOCUS! also MAKE IT VISUAL How about it takes us 115 minutes? Then if we miss by 20 minutes, that is a lot. If it takes us 2 hours and we only miss by 1/2 hour, that is not too bad. Urgency must be visually tracked and at divisible units. If you have 115 minute change-overs on a bottleneck operation, it is time to attack this with SMED, I have led many teams to bring change-overs down to less than 10 minutes! It is possible. I know you don't believe me and your process is special, but it is possible. You don't realize the downtime you are wasting in your operation. DM me to discuss and I can help you get started. ______________________________________________________ ✅ Lean Concepts work in the Office TOO! How about project managers? "A new product takes about 6-9 months, we try hard to improve but it usually takes a year."... this is what most product and engineering teams tell me. ✅ IF YOU ARE MEASURING IN MONTHS INSTEAD OF DAYS, YOU DO NOT HAVE ENOUGH FOCUS! MAKE IT VISUAL How about a new product takes us 127 working days? Boom, now there is a target. Let's see the Gantt Charts, have our weekly updates; and when behind, add resources to hit our targets. This one change in how bottleneck operations and projects are measured, and visually represented, can often bring huge improvements. 👉 What units are you using to measure change-overs or projects? 👉 What do you think of this concept? Accountants. How about # of days to close a month? Ever considered measuring that in hours instead of days? 5 day target and we close in 7 days is not bad. But 37 working hour target and we close in 52 working hours is terrible. Same performance, way different perception. #SMED #leanmanufacturing #bottlenecks #minutesnothours #improvements P.S MEASURE WHAT MATTERS! PPS. Do not use common numbers 100, or 120 minutes, use 98 or 118 or 121. You will have greater focus.

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Looking for a maintenance plan that will fit your needs instead of a one-size-fits-all approach? Your TPM provider should recognize and meet your unique needs, and this should be the rule NOT the exception!

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We managed to get one of our clients to reduce their lead time from 4-6 weeks to just 1 week… How? By utilizing lean frameworks & narrowing in on employee engagement. This was a framework I shared in the Swarfcast Podcast hosted by Noah Graff where we discussed a range of topics from how to elevate employee engagement, enhancing workflow efficiencies through reducing unseen wastes & shifting the team culture. To listen to the full podcast, click here —> https://lnkd.in/gmRWG-Q5 #LeanManufacturing #ManufacturingTeam #TeamEngagement #EmployeeEngagement #ChangeManagement #LeadTime

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The Great Beer Run of 1979 🍺🚚 Let’s dive into a lesser-known, yet equally intriguing supply chain tale that deserves its moment in the spotlight. Grab your coffee ☕ and get ready for a story that combines humor, logistics, and some really serious commitment 😅 Our story begins in 1979 with Coors Brewing Company. At that time, Coors had a unique distribution strategy: their beer was only available in 11 western states in the U.S. This exclusivity turned Coors into a sought-after brand in regions where it wasn’t available. People would literally drive cross-country to get their hands on it! The Supply Chain Strategy: Coors’ limited distribution wasn’t due to a scarcity of product but was a deliberate strategy to maintain quality and control. However, this exclusivity created a black market for Coors beer. Enter: The Great Beer Run 🍺🏃 The Incident: One of the most amusing incidents involved a group of beer enthusiasts from Georgia who rented a refrigerated truck and embarked on a cross-country trip to Colorado to purchase Coors beer. They loaded up their truck and drove back to Georgia, where they threw legendary parties featuring the elusive brew. The Supply Chain Hurdle: While the story is funny, it underscores an important supply chain principle: demand management. Coors created such high demand by limiting supply that people were willing to go to great lengths (literally) to obtain their product. This resulted in unintended consequences, including unauthorized distribution and a thriving black market. The Lesson: 🧐 Demand and Supply Balance ⚖️ Limiting supply can create hype, but it can also lead to unintended consequences. Striking a balance is key. Distribution Control 🚛 Ensuring your product is distributed through authorized channels maintains brand integrity and prevents black market issues. Market Expansion 📈 While exclusivity can be a good strategy, evaluating market expansion in a controlled manner can help meet demand without compromising quality. In Conclusion: The Great Beer Run of 1979 is a humorous yet insightful tale from the annals of supply chain history. It shows how strategic decisions can have far-reaching and sometimes unexpected consequences 😬 For supply chain professionals, the lesson is clear: balance is crucial. Understanding and managing demand, while ensuring controlled distribution, can prevent many a logistical headache. So, the next time you crack open a cold one 🍺😏 remember the lengths some went to for their favorite brew—and the valuable supply chain lessons learned along the way 🍻 #SupplyChain #BeerRun #Logistics #SupplyChainManagement #Transportation #Transport #Story #Lastmile

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The last mug delivered!!! Congrats to one of the world's newest Lean Six Sigma Green Belts, Eric Hope of Whelan Engineering. Eric holds a special place in my heart because he was a student in my Skill Up for Manufacturing class a few years back!! Along with the precious mug, Eric also received an incredible Certificate (suitable for framing). Job well done!! #leadwithhumility #lean #sixsigma #dmaic&statisticsarefun?

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I imagine that at this moment your company is going through a challenging time and a different kind of leadership is required. I am a situational leader with extensive expertise in manufacturing operations, focused on business profitability with an emphasis on customers, processes, and people development. Focused on increasing business profitability, retaining, and acquiring new clients, with a commitment to meeting their needs with no less than 97% compliance. I have implemented and adapted continuous improvement processes to enhance productivity, as well as promoting new developments and meeting current market demands. I offer: Increasing customer satisfaction by fulfilling scheduled customer orders and ensuring adequate stock for those in need, along with providing necessary support distributing plants across the country. Cutting operational costs through the implementation of new improvement processes such as Lean, Kaizen, and SMED, among others. Reducing costs associated with waste, rework, and non-quality, significantly decreasing staff turnover, mitigating safety risks, and maintaining training and operational skills. The main benefits for people are a work environment with less physical effort, quality time with their families, a workplace free of accidents, and a sense of belonging to the organization. What company wouldn't like to have these results? Does it make sense to you to have a company with an increase in profitability? Don't wait any longer... I invite you to get in touch so we can evaluate your company Carlos Lemus cel. 4421360585 Clemus_07@hotmail.com

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