There was an interesting point of view from Daniel Dennett (Philosopher) on BBC Newsnight last night on AI. Computers are getting faster and smarter, but are we truly building AI, with more clever algorithms. His view was that we are creating “Super Tools”, which is an interesting perspective. With all the buzz around IOT & IOE at the moment, we are getting more efficient and better connected.
There has considerable focus on “Manufacturing” processes in the context of “Lean” & “Waste”. When people have time to think, they realise there is real “Waste” in all of the administrative processes. This is sometimes forgotten. If we start to think about some of the huge financial decisions that are taken daily by governments and corporations, these all have complex processes and analytics that sit behind them. The impacts of failures or defects can run into billions.
Some interesting reflections on the use of “Diesel” in recent debates. Considerable negative press around particulates and NOx. There is no doubt that fumes and particulates can harm the lungs, and that we still do not fully understand the impacts of these. However, diesel engines are very efficient and power the worlds transportation, whether it be marine engines, train traction units or HGV. The unit fuel consumption per item delivered is considerably lower than that of petrol, even for road transportation. Because diesel involves less refining, the production costs vs. petrol are also lower, and thus the impact on the carbon footprint. The point here is to look at diesel from a “Lean” perspective, i.e the value add quotient.
We all do the “Talk” of de-cluttering at this time of year, but it is time to do the “Walk”. It is easy to just throw a few things out, but that does not set us up for success. We need to to go beyond that, and to use Lean Terminology, follow a 5S approach, where we don’t just “Sort” the stuff we don’t need, we follow-up by “Setting In Order” , “Shining”, “Standardising” & “Sustaining”. Easily said but not so easily done. Most people people or organisations stumble at the “Shine” part because they believe the work is done, and they have not sustained the earlier stages. However with the Aspire approach, we ask people to standardise and sustain, each of the first 3 stages before moving on, which leads to a long term effective outcome. This is a state of mind as well as an approach. This is not about housekeeping but discipline and continuous improvement
I recently attended a webinar run by the I.Chem.E. on and the following climate change initiatives post COP22. It finally looks like the engineering institutions are coming together as one, and working with politicians, technologists. This is a critical step in the process as engineers make it happen.
It does look like Brexit will come at some time this year. Whatever your previous views on the rights / wrongs or outcome of the referendum. We cannot afford to delay the decision making processes that are coming towards us.
An interesting article in The Chemical Engineer magazine by Paul Bonner and Theodore Faiella about integrating the approach for Process Design and Plant Aotomation. With large scale chemical plant design , construction commissioning and start-up there are a number of design iterations. Typically the client (or manufacturer) comes up with the design intent from their own library or from a process licensor. A critical part of the design is the process control strategy.
Interesting article from the Economist about packaging. Vindicates the importance of facts and data, rather than just sound bytes.
How do we stay ahead in this constantly changing world or the aptly named VUCA (Volatile Uncertain Complex Ambiguous) environment? A lot is said about agility and this is certainly one of the key determinants for staying ahead. How do we stay agile? Agility has two key drivers.
I thought I would kick off my first Aspire2BLean blog with a reflection on Lean Thinking. I was leafing through an old in-flight magazine, and I came across a quote from Ken Segall, who was behind Apple’s creative ad work. He said “Simplicity was the lens through which Steve Jobs observed everything.”