Kisling Consultants LLC
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Integrity
Respect for the Individual
Early Results, Not Optics
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Training that "Sticks"
Tackling the Real Problem
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Our Approach
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Throughput and Process Velocity
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Consultants
Scott Kisling
Services
Strategy Development
Increased Throughput
Shorter Lead Times
Six Sigma Quality
Training
Change Management
Trading Control for Speed and Direction
Ensuring Accountability
Recognizing the Need for Change
Creating the Right Culture for Change
Getting Ideas from All Levels
The Question of Rewards
Impact Stories
Business Strategy
Lost Orders Analysis
Risk-Based Service Agreement Pricing
Focused Sales with Limited Resources
Increased Throughput
Resolving Excessive Product Mix
Machine Tool Limitation
Highly Variable Demand
Shorter Lead Time
Single Piece Flow to Improve Quality and Lead Time
Reducing Quote Cycle Involving Multiple Functional Organizations
Near-Instantaneous Budgetary Quotes
Quality
Eliminating Profit Leakage by Mistake-Proofing Communications
Resources
Articles and Resources by Us
Little's Law explained
"Learning to See" Beyond the Shop Floor
Metrics
Benefits of Cellular Layout
How will I know when my lean "journey" is complete?
Recommended Plant and Equipment Color Conventions
Look Only at Your Income Statement to Define Lean Six Sigma Success
Articles by Others
Beyond Lean: It's About Time!
Reliable Plant: It's not easy to sustain those kaizen results – Mike Wroblewski
"How Lewn is Your Operation?" – Gary Conner
Lean Thinking in Aircraft Repair and Maintenance – Doug Bartholomew
Lean's Impact on Cash Flow – Michael G. Beason, 2009
NUMMI, on "This American Life"
Factory Physics® Principles for Managers—Fourth in a Series
Balancing Operators – Chris Harris and Rick Harris, 2009
"Getting in gear with CHAKU CHAKU" – Kathleen Hanser, 2002
"Moving Beyond 'Event Lean'" – Jamie Flinchbaugh, 2007
"Why Did That Idea Flop?" – Brian Crownover, MD
"The Human Side of Change Leadership" – Jim Folaron
The_Plan_for_Every_Part
ISO Corrective Action made simple
Videos
SMED
SMED (Single Minute Exchange of Die)
SMED Applied to a Jeep
Flow
The First Moving Line
Moving Line Example
Chaku Chaku Example
Guitar Overproduction
A Painful Wait for a Fabulous Product
Moving Line Run Amuck 1
Moving Line Run Amuck 2
Flow applied to Laying of Railroad Track
Single Piece Flow in Pipe Fabrication
Cellular Design
These Boots were Made by Traveling (Part 1 of 2)
These Boots were Made by Traveling (Part 2 of 2)
Poke Yoke (error-proofing)
Poke Yoke Example
Just In Time (JIT)
Thailand's Tarad Rom Hoop Market
Miscellaneous
Kanban and Successive Inspection
Dell Build-to-Order Factory
Ford's Most Advanced Plant
Factory of the Future? Probably not.
Dr. Deming interview, P1
Dr. Deming interview, P2
Dr. Deming interview, P3
The World's First Composite Bomber
External Links
An Introduction to Total Productive Maintenance
Training Within Industry
Elsmar.com – Lean in Manufacturing and Services
Lean Healthcare Blog
PA Lean Thinking Network
Lean Enterprise Academy
Lean Enterprise Institute
Modern Machine Shop
Productivity Press
Quick Response Manufacturing
SME Lean Directions
Toyota Motor Manufacturing Kentucky, Inc.
Goldratt Implementation Group
Lean Lexicon
0 though B
5S
7 Wastes
A3
Andon
Autonomation (jidou ka)
Batch Production
Bottleneck
Bottleneck Rate
Buffer Stock
C though E
Capacity Utilization
Cell
Chaku-Chaku line
Changeover Time
Constraint
Continuous Improvement
Critical WIP
Cycle Time
Every Product Every Interval (EPE)
F though I
Failure Mode and Effects Analysis (FMEA)
First In, First Out (FIFO)
Five S
Five Whys
Flexible Manpower
Flow Production
Gemba
Heijunka
Heijunka Box
Inventory
Inventory Turns
J though L
Jidoka
Just in Time (JIT)
Kaizen
Kanban
Kitting
Labor Linearity
Lead Time
Lean "Journey"
Lean Six Sigma
Lean Transformation
Linear Programming
Little's Law
M though O
Machine Process Capacity
Milk Run
Mistake-Proofing
Monument
Moving Line
Muda
Mura
Muri
Nonvalue-added Time
Operation
Overall Equipment Effectiveness (OEE)
P
Paced Withdrawal
Pack-out Quantity
Part Routing Matrix
Performance to Schedule
Pitch
Poke-Yoke
Process
Process Capability
Process Cycle Efficiency
Process Village
Product Cycle Time
Production Preparation Process (3)
Progress Billing
Pull Production
Q though S
Red Tags
Right-Sized Machines
Routing
Safety Stock
Sensei
Setup Time
Seven Wastes
Single Piece Flow
SMED
Standard Operations
Standard WIP
Standard Work
Stop at Defects
Supermarket
T though Z
Takt Time
Theory of Constraints
Throughput
Total Productive Maintenance (TPM)
Toyota Production System
Two Bin Kanban
Utilization
Value Stream
Value Stream Map
Value-added Time
Visual Management
Work In Process Inventory (WIP)
Contact
Bottleneck Rate
The throughput of the workstation having the highest utilization.
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us for a free assessment, at 801-467-1287
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