Comments on: Wegman’s Cuts Wasted Energy and Costs, not "Wasted" Time Serving Customers http://www.leanblog.org/2008/12/wegmans-cuts-wasted-energy-and-costs/ Mark Graban's leanblog.org - Lean Healthcare, Lean Thinking, Lean Manufacturing, Toyota Production System Thu, 09 Feb 2012 22:59:58 +0000 hourly 1 http://wordpress.org/?v=3.3.1 By: Mark Graban http://www.leanblog.org/2008/12/wegmans-cuts-wasted-energy-and-costs/#comment-4288 Mark Graban Sun, 21 Dec 2008 02:56:00 +0000 http://leanblog.bigbigdesign.net/2008/12/wegmans-cuts-wasted-energy-and-costs-not-wasted-time-serving-customers/#comment-4288 Maybe wasted energy would count like "overprocessing"?<br/><br/>Like you said.... semantics. Maybe wasted energy would count like “overprocessing”?

Like you said…. semantics.

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]]> By: Michael Lombard http://www.leanblog.org/2008/12/wegmans-cuts-wasted-energy-and-costs/#comment-4287 Michael Lombard Sun, 21 Dec 2008 01:53:00 +0000 http://leanblog.bigbigdesign.net/2008/12/wegmans-cuts-wasted-energy-and-costs-not-wasted-time-serving-customers/#comment-4287 Wegmans seems like a terrific company. I remember shopping there once in Syracuse, and it seemed quite nice as far as supermarkets go. Even if they don't utilize all the principles of Agile Manufacturing, I think their focus on waste elimination and employee satisfaction should qualify them as a Lean company (it's all semantics though).<br/><br/>While we're on semantics, under which category of "The 7 Wastes" would wasted energy fall? Is wasted energy "scrap," which would put it in the Defects category? Wegmans seems like a terrific company. I remember shopping there once in Syracuse, and it seemed quite nice as far as supermarkets go. Even if they don’t utilize all the principles of Agile Manufacturing, I think their focus on waste elimination and employee satisfaction should qualify them as a Lean company (it’s all semantics though).

While we’re on semantics, under which category of “The 7 Wastes” would wasted energy fall? Is wasted energy “scrap,” which would put it in the Defects category?

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]]> By: Mark Graban http://www.leanblog.org/2008/12/wegmans-cuts-wasted-energy-and-costs/#comment-4277 Mark Graban Fri, 19 Dec 2008 14:34:00 +0000 http://leanblog.bigbigdesign.net/2008/12/wegmans-cuts-wasted-energy-and-costs-not-wasted-time-serving-customers/#comment-4277 Rick - you raise good points (here and on your blog).<br/><br/>The terminology is one thing -- do we call it "lean" or "agile." To some extent, I'd say "who cares?" Results matter.<br/><br/>But so does process. There's "lean" in terms of reducing waste... and what Wegman's does seems like lean in that since. Lean is ultimately about reducing waste. But Wegmans isn't "doing Lean." Lean is also about employee involvement and developing people. From my surface knowledge of Wegmans (and enjoying shopping there when I was in Rochester for 6 months in 1998), maybe Wegmans is a company that "gets it" and does all of the right things without it being called "Lean"? Rick – you raise good points (here and on your blog).

The terminology is one thing — do we call it “lean” or “agile.” To some extent, I’d say “who cares?” Results matter.

But so does process. There’s “lean” in terms of reducing waste… and what Wegman’s does seems like lean in that since. Lean is ultimately about reducing waste. But Wegmans isn’t “doing Lean.” Lean is also about employee involvement and developing people. From my surface knowledge of Wegmans (and enjoying shopping there when I was in Rochester for 6 months in 1998), maybe Wegmans is a company that “gets it” and does all of the right things without it being called “Lean”?

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]]> By: Rick Bohan http://www.leanblog.org/2008/12/wegmans-cuts-wasted-energy-and-costs/#comment-4276 Rick Bohan Fri, 19 Dec 2008 14:30:00 +0000 http://leanblog.bigbigdesign.net/2008/12/wegmans-cuts-wasted-energy-and-costs-not-wasted-time-serving-customers/#comment-4276 I very much like this article not the least because it highlights an organization that I've used as a positive example of good strategy, Wegman's Grocery.<br/><br/>I do have a quibble with the idea of using the example of changing lights to save energy as an example of "lean thinking". I think it's a great example of creative and forward thinking intended to improve conditions while saving energy, but that's not necessarily the same as "lean thinking".<br/><br/>I've always contended that the term "lean manufacturing" was an awkward name that allowed organizations to think they were practicing new methods that require great discipline when what they were doing was figuring out ways to use less water,steam, gas, etc.....and, unfortunately, fewer people.<br/><br/>(It's why I prefer to refer to it as "agile manufacturing" but that's another post.)<br/><br/>Again, figuring out how to reduce the consumption of scarce resources is a valuable and needed effort. Figuring out how to change core processes so that they are more agile, more robust, more efficient, more customer-friendly, add more value, while reducing the cost of doing so (or keeping the same for that matter...improved capability at the same cost is the same as reduced cost in my book)is what lean is all about. I very much like this article not the least because it highlights an organization that I’ve used as a positive example of good strategy, Wegman’s Grocery.

I do have a quibble with the idea of using the example of changing lights to save energy as an example of “lean thinking”. I think it’s a great example of creative and forward thinking intended to improve conditions while saving energy, but that’s not necessarily the same as “lean thinking”.

I’ve always contended that the term “lean manufacturing” was an awkward name that allowed organizations to think they were practicing new methods that require great discipline when what they were doing was figuring out ways to use less water,steam, gas, etc…..and, unfortunately, fewer people.

(It’s why I prefer to refer to it as “agile manufacturing” but that’s another post.)

Again, figuring out how to reduce the consumption of scarce resources is a valuable and needed effort. Figuring out how to change core processes so that they are more agile, more robust, more efficient, more customer-friendly, add more value, while reducing the cost of doing so (or keeping the same for that matter…improved capability at the same cost is the same as reduced cost in my book)is what lean is all about.

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