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  • Home
  • Training & Facilitation
    • Getting Started
    • Workforce Training Grants >
      • The Express Grant Program
    • Components of Training
    • New! Self Paced Learning
    • Accelerate!
    • GBMP for Healthcare
  • Events & Membership
    • Become a Member
    • Event Listings & Registration
    • Shingo Institute Courses
    • Northeast Lean Conference
  • About GBMP
    • Why Choose GBMP?
    • Bruce Hamilton's Blog
    • Case Studies & Testimonials
    • What is Lean Manufacturing?
    • What is Six SIgma?
    • Our Team & Partners
  • Shop
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  • Student Resources
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Continuous Improvement Training, Coaching & Facilitation

The GBMP Journal
Lean News, Events, Inspiration 'n More

Celebrity Toast Kaizen

12/19/2017

 
Toast Kaizen Visual AidThe Toast Scale
I’m not so sure how I feel about a story I heard this morning of Jim Nantz’s toast visual aid, but it’s so rare that anyone in the public limelight offers a story that touches Lean thinking, particularly one about toast, that I am compelled to share.

Apparently, Mr. Nantz, who likes his toast burnt (as in #1 on the toast scale), carries a laminated photo of his preference in his wallet.  Whenever he orders breakfast, he passes the photo to the wait staff in order to convey his unusual taste.   I also like burnt toast (around 3 on the toast scale), but somehow could not resort to the use of visual aids when ordering breakfast.  For me, a strong verbal instruction usually does the trick.  My wallet is already stuffed with so many business cards, credit cards and receipts; I’d just be wasting time looking for my toast visual every time I ordered breakfast.   And, truth be told, I’m not quite as particular as Mr. Nantz about these things.

However, in defense of Mr. Nantz,  “The customer determines value.”  No doubt, the toast problem is more consequential for him; he has many more occasions than I to be a customer for breakfast.  (I generally make my own toast.)  He’s even calculated the annual accumulation of wasted time – forty-eight hours – he has suffered by returning his toast for rework; not to mention the added insult of either eating his breakfast out of sequence or alternatively letting it get cold while his waits 10 minutes (his estimate) for the toast to be appropriately burned.  As he notes, “Time is currency.”   He’s apparently on the clock when he’s having breakfast; I generally eat out for fun and see breakfast a time to relax.

Although over 100,000 copies of Toast Kaizen have been sold since its release in 2004, it’s highly unlikely that Mr. Nantz would ever have been a viewer.  Yet, his celebrity story is in many ways an extension of our video.  So this holiday season, GBMP will send him a present: his own copy of the toast video.  (I may also include a discrete warning that burning toast produces acrylamide, a known carcinogen.)

Happy Holidays!
O.L.D. (aka Bruce Hamilton, The Toast Dude)

Subscribe to Bruce Hamilton's Blog,
"​Old Lean Dude"
GBMP President Bruce Hamilton, Old Lean Dude & Toast Kaizen Guy

Lean is for the office too!

12/13/2017

 
Lean Manufacturing & Kaizen is not just for production anymore

GBMP E-Bulletin Archive: Lean Training Events & News Winter 2017/2018

12/11/2017

 
Public Lean Six Sigma Training Workshops

How Autopart International Saved $600,000 with Lean Manufacturing: A Case Study Infographic

12/5/2017

 
Link to read more of GBMP's Lean Manufacturing & Six Sigma case studies and client success stories 

GBMP Helps ARS Take Dead Aim on Defense Industry Growth with Lean Manufacturing

12/1/2017

 
GBMP helps ARS implement Lean Manufacturing on factory floor
In 2015, American Rheinmetall Systems (ARS) turned to the Greater Boston Manufacturing Partnership (GBMP) for assistance in developing a lean manufacturing program within its facility. ARS needed to streamline its operation and efficiency in order to free up workers to take on additional defense contracts. Its parent company, Rheinmetall Defence, wanted ARS to transition from being a workshop to being an efficient stand-alone business.

The ARS facility after Lean training with GBMP is streamlined and efficient for assembly of defense-related electro-optic and fire control systems.ARS is a mechanical and electro-optical engineering company specializing in system integration, assembly, and R&D. Its core business hasn’t changed over the years; ARS continues to support Kongsberg’s CROWS remote weapon station program that it took on under its previous name of Vingtech.
​
Assembly and testing are done at the ARS plant in Biddeford, ME, using components purchased from suppliers. Its assembly procedures involve a lot of hands-on work and, as a result, inefficiencies. No fabrication work is done. Within a little more than two years, all of ARS’s existing work centers had gone through Lean manufacturing events and all production employees had participated in at least one project.


Read the rest of the article in November's issue Manufacturing Engineering...

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