Mohammed Hamed Ahmed Soliman | The American University In Cairo (original) (raw)

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Papers by Mohammed Hamed Ahmed Soliman

This Report is a Part of the Published Book "Takt Time: A Guide to the Very Basic Lean Calculation", 2020

One of lean manufacturing’s most important calculations is takt time, or the rate of customer dem... more One of lean manufacturing’s most important calculations is takt time, or the rate of customer demand for a group or family of products produced by one process. This paper provide quick guide for these principles: Takt Time calculation, machine Cycle Time, One-Piece Flow Cell, and production leveling (Hejunka).

Purpose: The motivation behind this article is to provide a lot of rules to be utilized in lean s... more Purpose:
The motivation behind this article is to provide a lot of rules to be utilized in lean strategy standards and instruments in modern associations. This article expects to feature the pretended by lean strategy technique for vital strategic planning and management, especially in reference to the Hoshin Kanri strategy deployment system. This article is addressing a gap in the knowledge of effective Hoshin Kanri process over the association.
Methodology/Design/Approach:
A systematic literature review using the MEDLINE, EMBASE, Scopus and Emerald databases, resulting in the selection of high-quality papers with a great focus on the Toyota Way.
Originally/Value:
This article review subjects driven and finished up by Toyota that are required to implement strategies and adjust objectives all over the association. The article centers around the Hoshin Kanri deployment process. It underlines the significance of leadership/pioneering and the helpfulness of utilizing the right daily training practice to help lean progress and improve strategy execution in the whole association. This is the first article to comprehensively review Hoshin Kanri with reference to the Toyota business practice.
Findings:
Hoshin Kanri might be successfully utilized for deploying strategies and to improve correspondence from top to down, which must be accomplished if experts are to be adequately prepared and frontline staff is to be engaged in daily, continuous improvement efforts.

Mistakenly, many people think plan-do-check-act (PDCA) is a continuous improvement cycle, even if... more Mistakenly, many people think plan-do-check-act (PDCA) is a continuous improvement cycle, even if they neglect the human part. PDCA does aim to improve the process, but if you have only improved the process without developing and teaching your people, you have put the process at risk of slipping back. People must be trained in the culture of continuous improvement so they can keep managing the process with the new method.

For the past decades, financial folks relied on old principles, techniques and theories in determ... more For the past decades, financial folks relied on old principles, techniques and theories in determining the performance of the companies and give feed backs to the executives and CEOs so they can make the necessary improvement and take decisions. The CEO wants help finding the resources to fund a new project; he wants to know where we can improve costs in products and services, and he wants to know whether improvements made have resulted in financial gain. The CEO needs help seeing where the company has improved or declined and what the future looks like given the current circumstances.

Toyota Production System house has standardization work as one of its foundations. Without standa... more Toyota Production System house has standardization work as one of its foundations. Without standardization, all of your nurses, technicians, physicians and administrative staff will perform tasks differently. This makes tracking the source of errors difficult. When leaders perform the traditional gemba walk to observe the situation, there is no benefit from the walk when there is no standard.

Lean thinking as defined by Lean Enterprise Institute is a set of concepts, strategies, principle... more Lean thinking as defined by Lean Enterprise Institute is a set of concepts, strategies, principles, values and tools used to create and deliver the most value from the customer perspective while consuming the fewest resources and fully utilizing the knowledge and skills of people performing the work. If you visit Toyota assembly plants you can see how Toyota has put all the systems and supports staff in place to ensure that the production team members on the assembly line always have the parts and the necessary tools, they need to do their jobs. Trucks are not as important as patients, but Toyota arguably puts far more effort into supporting their front-line staff than many hospitals do. Toyota allows the team members to focus on their work and the truck in front of them, leading to better results and satisfaction for all.

Waste removal increases the profitability of any business. Processes are classified into value ad... more Waste removal increases the profitability of any business. Processes are classified into value added and non-value added. The seven deadly wastes that could exist in any manufacturing process originated in Japan and are defined in the Toyota production system (TPS). The main goal became removing them. For each waste, there is a strategy to remove or eliminate it. What is less likely is that managers will know how any of these issues are affecting them and increasing costs. To remove each waste, you have to understand where it comes from, why it exists, and how it affects your business. In the economic recession, many companies are taking abstinence procedures to reduce costs. This might include layoff labors and reducing some wages. Actually, those actions might work for only a short period. Afterwards, the situation may return and in worse shape unless the company changes its way of doing things, including enacting a culture of continuous improvement. This puts us back to why the Toyota production system has been created.

Trucks are not as important as patients, but through the Toyota Production System and lean princi... more Trucks are not as important as patients, but through the Toyota Production System and lean principles, car manufacturers often put far more effort into supporting their front-line staff than many hospitals. This is a shame, because properly applied, lean tools like work standardization, 5S, visualization and kanban can deliver great results in the medical field. A hospital lean transformation can save money and, more importantly, lives.

The purpose of this paper is to present the core variables derived from literature that contribut... more The purpose of this paper is to present the core variables derived from literature that contributes to the failure of continuous improvement (CI) programs in the Egyptian manufacturing industry. The approach used is to find the previous literature reviews of the problem, group the variables affecting the problem, develop the research model and theoretical frameworks, and test the variables through a survey using the appropriate scale and measurements. From the data measurements and analysis, continuous improvement programs can fail due to multi factors; they can be grouped under six themes: strategic planning, change management, knowledge management, performance measurement, CI performance & sustainability, and motivation. The research is limited to the manufacturing industry. Continuous improvement programs/initiatives defined for the purpose of the study as TQM, Lean, Six Sigma, and Plan-Do-Check-Act (PDCA) cycle. The value of this research is to create awareness for the manufacturing organizations about the requirements of change in the form of CI implementation.

Developing People Improves the Process

Throughout the years, lean leaders have become experts at improving processes. But in most cases,... more Throughout the years, lean leaders have become experts at improving processes. But in most cases, that’s only a half-step. True lean leadership involves coaching and training your people so the improved process doesn’t slip back from the ideal state, and the plan-do-check-act cycle is a remarkable tool for teaching.

Industrial Engineer, 2013

Overall equipment effiiency (OEE) measures the ratio of how much of a product or part is being ma... more Overall equipment effiiency (OEE) measures the ratio of how much of a product or part is being made defect-free versus how much could be made according to the equipment’s design. A machine or process that has an OEE of 100 percent is producing at its maximum designed capacity with zero defects. Three metrics – availability, performance and quality – make up OEE. When real output is lower than expected, practitioners can find opportunities for improvement in all three of these factors and take actions that maximize the current process capabilities, fix problems and improve productivity.

Many people don’t understand the DNA of the Toyota Production System and the core values of the T... more Many people don’t understand the DNA of the Toyota Production System and the core values of the Toyota Way. I have seen many who think about the TPS as a tool kit or lean manufacturing techniques that only work with Toyota because Toyota has a different process, a stable environment, or less fluctuation in customer demand. Others believe the TPS works only in the automotive industry. Jeff K. Liker came out with a remarkable series of books starting with The Toyota Way (2003) and ending with The Toyota Way to Lean Leadership (Liker and Convis 2012). He revealed the real TPS based on his thirty-plus years of experience studying Toyota. It took him seven books to explain and decode the TPS. It is a Thinking Production System. It is neither a waste removal tool nor a lean manufacturing tactic. Liker presented very well the leadership model behind the system’s success. The TPS is really not what many think. So, what is TPS?

To overcome the global recession, some companies have cut resources and laid off workers, while o... more To overcome the global recession, some companies have cut resources and laid off workers, while others adopted better strategies to improve processes and change culture. Unfortunately, there remains a gap between successful and less successful companies in terms of process management, people management and the adaptability of culture. Culture drives competitive advantage in companies like Toyota, which has a psychology of process improvement unlike its competitors. Toyota’s lessons can help other organizations change the routines of thinking and acting to teach employees how to improve.

Failure mode and effects analysis (FMEA) was initiated by the aerospace industry in the 1960s to ... more Failure mode and effects analysis (FMEA) was initiated by the aerospace industry in the 1960s to improve the reliability of systems. It is a part of total quality management programs and should be used to prevent potential failures that could affect safety, production, cost or customer satisfaction. FMEA can be used during the design, service or manufacturing processes to minimize the risk of failure, improving the customer’s confidence while also reducing costs.

Gemba is a Japanese word meaning the actual place where value-creating work happens. Many leaders... more Gemba is a Japanese word meaning the actual place where value-creating work happens. Many leaders use gemba only for solving problems, visiting only when there is an issue. Others practice gemba walks on a daily basis to follow up and monitor the situation. However, Toyota believes that leaders truly develop through daily experiences at the gemba. In reality, gemba is a principle for managing, developing and improving people and processes. It is a valuable tool that helps lean practitioners learn the true facts so they can base management decisions on the actual situation.

Many companies are complaining that lean didn’t achieve their long-term goals, and the improvemen... more Many companies are complaining that lean didn’t achieve their long-term goals, and the improvement impact was very short-lived. 7 out of each 10 lean projects fail as companies try to use lean like a toolkit, copying and pasting the techniques without trying to adapt the employee’s culture, manage the improvement process, sustain the results, and develop their leaders. When the Toyota production system was created, the main goal was to remove wastes from the shop floor using some lean techniques and tools. What was not clear is that this required from Toyota a long process of leadership development, and a high commitment to training and coaching their employee. A Failure to achieve and sustain the improvement is a problem of both management and leadership as well as the improper understanding of the human behavior, and the required culture to success.

This Report is a Part of the Published Book "Takt Time: A Guide to the Very Basic Lean Calculation", 2020

Developing People Improves the Process

Industrial Engineer, 2013

Oil analysis is a long-term program that, where relevant, can eventually be more predictive than ... more Oil analysis is a long-term program that, where relevant, can eventually be more predictive than any of the other technologies. It can take years for a plant's oil program to reach this level of sophistication and effectiveness. This book includes what all practitioners need to know to build an oil analysis program for their machine inspection. This book includes three real case studies and numerous industrial examples to improve machine reliability and enhance the condition monitoring program.

Numerous organizations are grumbling that lean didn't accomplish their long-term business objecti... more Numerous organizations are grumbling that lean didn't accomplish their long-term business objectives, and the improvement sway was fleeting. 7 out of every 10 lean ventures fall flat as organizations attempt to utilize lean like a toolbox, copying the procedures without attempting to adjust the individual's culture and their way of doing things, deal with the improvement cycle, support the outcomes, and build up their pioneers. At the point when the Toyota creation framework was made, the principle objective was to eliminate wastes from the shop floor utilizing some lean procedures and strategies. What was not satisfactory is that this needed from Toyota a long cycle of administration improvement, and a high promise to preparing and instructing their representative. A Failure to accomplish and support the improvement is an issue of both administration and initiative just as the miss-understanding of the human conduct, and the necessary culture to progress.

Predictive Maintenance strategy employs vibration analysis, thermography analysis, ultrasound ana... more Predictive Maintenance strategy employs vibration analysis, thermography analysis, ultrasound analysis, oil analysis and other techniques to improve machine reliability. The goal of the strategy is to provide the stated function of the facility, with the required reliability and availability at the lowest cost.

Vibration Analysis should present 50% of any condition monitoring program. This book include a pr... more Vibration Analysis should present 50% of any condition monitoring program. This book include a practical guide to vibration analysis to prepare practitioners for levels I II & III to become certified analyst. Numerous examples with photos are included to present how to detect different types of equipment failure: bearing, shafts misalignment, unbalance, rotor problems, electric motors and more using spectrum analysis technique.

Overall equipment efficiency (OEE) is a total productive maintenance (TPM) module; machine capaci... more Overall equipment efficiency (OEE) is a total productive maintenance (TPM) module; machine capacity is a part of all three terms: availability, performance, and quality. Each term present numerous improvement opportunities.

This book contains over hundred of photos taken for several industrial equipment from several pla... more This book contains over hundred of photos taken for several industrial equipment from several plants: fertilizer, chemical, and crystal-glass making that will help the practitioners identify different types of failures for different types of equipment including pumps, compressors, transformers, engines, motors,...and much more. The book also have examples of application in construction, medical and civil fields.

Brainstorming is a conceptualizing technique that is a notable strategy for creating countless th... more Brainstorming is a conceptualizing technique that is a notable strategy for creating countless thoughts in a brief timeframe period. It fills in as an instrument for recognizing issues and causes. This book contains a comprehensive guide on the tool, including the requirements, considerations, and how to completely manage the session to get the desired results and solve the problem.

Jidoka is one of the main pillars of the TPS. The TPS is presented as a house with two pillars. O... more Jidoka is one of the main pillars of the TPS. The TPS is presented as a house with two pillars. One pillar represents just-in-time (JIT), and the other pillar the concept of Jidoka. Take away any of the pillars holding up the roof, and the entire system will collapse. Take out quality, and there is no TPS. Jidoka is a principle of building quality for customers—not inspecting quality. Building quality mean making it right the first time. If you are making defective products or using unacceptable quality standards and filtering these defects out through an inspection system, there is no building quality—and no Jidoka. You are just catching the mistakes made in the manufacturing process. This cost a lot of money and resources and puts the business at risk.

Lean thinking is a set of concepts, strategies, principles, values and tools used to create and d... more Lean thinking is a set of concepts, strategies, principles, values and tools used to create and deliver the most value from the customer perspective while consuming the fewest resources and fully utilizing the knowledge and skills of people performing the work. If you visit Toyota assembly plants you can see how Toyota has put all the systems and supports staff in place to ensure that the production team members on the assembly line always have the parts and the necessary tools, they need to do their jobs. Trucks are not as important as patients, but Toyota arguably puts far more effort into supporting their front-line staff than many hospitals do. Toyota allows the team members to focus on their work and the truck in front of them, leading to better results and satisfaction for all.

5S is not just about a clean and shiny workplace. Its a strategy for removing wastes and improvin... more 5S is not just about a clean and shiny workplace. Its a strategy for removing wastes and improving productivity. This is how Toyota utilize the tool to improve workplace productivity.

This book provide a comprehensive guide about the tool. How to plan, execute and sustain. This book is a practical guide with many examples, photos and presentations.

Failure mode and effect analysis (FMEA) was initiated by the aerospace industry in the 1960s to i... more Failure mode and effect analysis (FMEA) was initiated by the aerospace industry in the 1960s to improve the reliability of systems. It is a part of total quality management programs and should be used to prevent potential failures that could affect safety, production, cost or customer satisfaction. FMEA can be used during the design, service or manufacturing processes to minimize the risk of failure, improving the customer’s confidence while also reducing costs.

One of lean manufacturing’s most important calculations is takt time, or the rate of customer dem... more One of lean manufacturing’s most important calculations is takt time, or the rate of customer demand for a group or family of products produced by one process. This book provide quick guide for Takt Time calculation, machine Cycle Time and One-Piece Flow Cell.

For decades, production has relied on the old principle mass production invented by Henry Ford wh... more For decades, production has relied on the old principle mass production invented by Henry Ford where parts are being produced in batches and pushed to the market hoping for a customer to buy. Things are based on forecasting and sales were too optimistic. This system disconnects the factory from the customer. The factory is producing only to a forecast. The production at the supplying (assembly) process also called customer process is being regulated by a schedule.

Hoshin Kanri has been used successfully by Toyota and other top-tier companies in Japan and the U... more Hoshin Kanri has been used successfully by Toyota and other top-tier companies in Japan and the United States to achieve strategic business and lean goals. The underlying power of a successful hoshin kanri process relays on how Toyota creates an environment of continuous improvement. Toyota is a strong business because of its people, and people are the value of its system. This book focuses more on people rather than the process. Management behavior, motivation, core organizational values and teamwork, leadership development, and culture change are the real factors of any business success. Akio Toyoda said after several recent recalls that the rate of the company’s growth was higher than the rate of the development of its people. Successful businesses need to invest in the people and put the people before the process. Read this book and you will see why a gap remains between successful and less successful companies in terms of process management, people management, and the adaptability of culture.

Jidoka is one of the main pillars of the Toyota Production System TPS. The TPS is presented as a ... more Jidoka is one of the main pillars of the Toyota Production System TPS. The TPS is presented as a house with two pillars. One pillar represents just-in-time (JIT), and the other pillar the concept of Jidoka. Take away any of the pillars holding up the roof, and the entire system will collapse. Take out quality, and there is no TPS. Jidoka is a principle of building quality for customers—not inspecting quality. Building quality mean making it right the first time. If you are making defective products or using unacceptable quality standards and filtering these defects out through an inspection system, there is no building quality—and no Jidoka. You are just catching the mistakes made in the manufacturing process. This cost a lot of money and resources and puts the business at risk.