| Description |
1 online resource |
| Series |
BASICS Lean® Implementation Ser |
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BASICS Lean® Implementation Ser
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| Contents |
Cover -- Half Title -- Series Page -- Title Page -- Copyright Page -- Dedication -- Contents -- Acknowledgments -- About the Authors -- Introduction -- 1. BASICS Lean Implementation Model-Check -- Check Principles -- The House of Continuous Improvement -- Brief History of the Toyota House Model -- Purpose of a Model -- Toyota House Model -- Just in Time: The First Pillar -- Going Direct to Retailers: P&G Goes JIT in the 1920S -- Jidoka: The Second Pillar of the Toyota Production System -- Difference between an Error and a Defect -- Jidoka at Toyota -- Toyota Tools to Obtain Jidoka |
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Labor-Saving (Monitoring of Equipment Is Unnecessary) Machine Jidoka -- People Jidoka and the Use of Safety Glasses -- The Safety Bonus System Story -- What Sigma Level Are Humans? -- The Jidoka Process -- Why Is Jidoka So Difficult to Implement? -- Man-to-Machine Ratios -- Containment Action versus Countermeasures versus Solutions Solution -- Long Action Item Lists that Keep Growing for the Wrong Reasons -- Respect for Humanity: What We Call the People Piece -- Top of the Toyota House: Respect for Humanity -- Respect for Humanity Is Not -- Respect for Humanity Is |
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Respect for Humanity and Ideas -- Make the Employee's Job Easier -- Make the Employee's Job Safer: The Best Safety Test -- Scanlon Principles -- Lean and Layoffs -- Unions and Lean -- Foundation for the Lean House: Total Company-Wide Quality Management -- Quality Circles (Jishuken) -- Total Company-Wide Quality Control -- Problem-Solving: The 5 Whys -- What We Know versus What We Don't Know -- Know How versus Know Why -- Poka Yoke -- 5W2Hs: Another Tool to Get Rid of Waste -- PCDSA: Dr. Shingo's Model -- Chapter Questions -- Exercise -- Notes -- Additional Readings |
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2. Heijunka, Planning and Scheduling, Sequencing Activities, Load Balancing -- Procter and Gamble (P&G): Level Loading -- Takt-Flow-Pull -- Establishing Takt -- What We Find: The Evils Created by "Demonstrated Capacity" -- Lean Should Be Able to Beat Any Existing Standards -- Build to Order versus Push Production versus Pull Systems -- Scheduling Issues with Lean -- Pulling in the Schedule -- Building to Shortages -- Triggers: MRP versus Kanban -- Establishing Flow: Order Staging Rack in Place -- Scheduling Board Rules -- Heijunka: Production Leveling-Level Loading |
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Level Loading/Kanban Scheduling Rules -- Production Smoothing Example -- Production Sequencing -- Pitch -- Milk Runs Timed within Second! It Is Possible! -- Heijunka Box -- Gotta Make the Numbers -- What You Are Told Is the Problem, Normally Is Not! -- Capacity and Load -- Shop Floor Scheduling without Using the MRP System -- Peak Demand -- Setup and Number of Changeovers -- Implementing Planning and Scheduling Tips -- Lean Pulls Changes from Every Department -- Chapter Questions -- Discussion Question -- Notes -- Additional Readings -- 3. Mistake Proofing -- Lean Goal Is Zero |
| Summary |
Lean is about building and improving stable and predictable systems and processes to deliver to customers high-quality products/services on time by engaging everyone in the organization. Combined with this, organizations need to create an environment of respect for people and continuous learning. It's all about people. People create the product or service, drive innovation, and create systems and processes, and with leadership buy-in and accountability to ensure sustainment with this philosophy, employees will be committed to the organization as they learn and grow personally and professionally. Lean is a term that describes a way of thinking about and managing companies as an enterprise. Becoming Lean requires the following: the continual pursuit to identify and eliminate waste; the establishment of efficient flow of both information and process; and an unwavering top-level commitment. The concept of continuous improvement applies to any process in any industry. Based on the contents of The Lean Practitioners Field Book, the purpose of this series is to show, in detail, how any process can be improved utilizing a combination of tasks and people tools and introduces the BASICS Lean concept. The books are designed for all levels of Lean practitioners and introduces proven tools for analysis and implementation that go beyond the traditional point kaizen event. Each book can be used as a stand-alone volume or used in combination with other titles based on specific needs. Each book is chock-full of case studies and stories from the authors' own experiences in training organizations that have started or are continuing their Lean journey of continuous improvement. Contents include valuable lessons learned and each chapter concludes with questions pertaining to the focus of the chapter. Numerous photographs enrich and illustrate specific tools used in Lean methodology Check: Identifying Gaps on the Path to Success Transactional Processes contains chapters on implementing Lean, Kanban systems, line balancing, Heijunka-leveling, andthe +QDIP process plus case studies of machine shop and transactional implementations. The implementation model describes the different approaches to Lean, compares them to Toyota, and explains each implementation model |
| Notes |
Lean is about building and improving stable and predictable systems and processes to deliver to customers high-quality products/services on time by engaging everyone in the organization. Combined with this, organizations need to create an environment of respect for people and continuous learning. It's all about people. People create the product or service, drive innovation, and create systems and processes, and with leadership buy-in and accountability to ensure sustainment with this philosophy, employees will be committed to the organization as they learn and grow personally and professionally. Lean is a term that describes a way of thinking about and managing companies as an enterprise. Becoming Lean requires the following: the continual pursuit to identify and eliminate waste; the establishment of efficient flow of both information and process; and an unwavering top-level commitment. The concept of continuous improvement applies to any process in any industry. Based on the contents of The Lean Practitioners Field Book, the purpose of this series is to show, in detail, how any process can be improved utilizing a combination of tasks and people tools and introduces the BASICS Lean® concept. The books are designed for all levels of Lean practitioners and introduces proven tools for analysis and implementation that go beyond the traditional point kaizen event. Each book can be used as a stand-alone volume or used in combination with other titles based on specific needs. Each book is chocked full of case studies and stories from the authors' own experiences in training organizations who have started or are continuing their Lean journey of continuous improvement. Contents include valuable lessons learned and each chapter concludes with questions pertaining to focus of the chapter. Numerous photographs enrich and illustrate specific tools used in Lean methodology. BASICS Lean® Implement and Check: A Guide to Methodologies, Kanbans, Line Balancing, Heijunka and Lean Transactional Processes contains chapters on implementing Lean, Kanban systems, line balancing, Heijunka-leveling, the +QDIP process plus case studies of machine shop and transactional implementations. The implementation model describes the different approaches to Lean and compares them to Toyota and explains each implementation model |
| Subject |
Quality control.
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Lean manufacturing.
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Corporate culture.
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BUSINESS & ECONOMICS / Industries / Manufacturing Industries
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BUSINESS & ECONOMICS / Production & Operations Management
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BUSINESS & ECONOMICS / Total Quality Management
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Corporate culture.
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Lean manufacturing.
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Quality control.
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| Form |
Electronic book
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| Author |
Whiton, Fred, author.
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Kerpchar, Joyce, author.
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| ISBN |
9781000782158 |
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1000782158 |
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9781003185819 |
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1003185819 |
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1000782166 |
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9781000782165 |
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