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| Preface | |
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| Acknowledgments | |
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| The Authors | |
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| Portal to Lean Production | |
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| Race with a Moving Finish Line | |
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| Center of the Manufacturing Universe | |
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| Customer Expectations | |
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| Everyone Is in the Race | |
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| Awakening to Lean Production | |
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| Abandoning Manufacturing | |
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| Lean Is Different | |
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| Resistance to Lean | |
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| Universal Application | |
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| The Portal | |
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| Elements of the Portal | |
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| Application of the Model | |
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| The Organization of the Book | |
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| Notes | |
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| The Journey, First Steps | |
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| Beginnings | |
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| Toyota Production System | |
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| Quick History of TPS | |
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| Back, Before Toyota | |
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| Early Automobile Production | |
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| Visit to the Rouge | |
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| Stocking a Supermarket | |
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| Inherent Flexibility | |
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| Getting Competitive | |
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| Eliminate Waste | |
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| Focused Factories, Cells, and Subplants | |
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| Automating No Defects | |
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| A System Takes Form | |
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| Beyond the Factory | |
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| From Aircraft to Autos | |
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| TPS and the Portal to Lean Production | |
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| Notes | |
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| First Glimpse of a Manufacturing Cell | |
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| The Indiana Plant | |
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| A New Concept Takes Hold | |
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| Expanding the Concept | |
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| Cellular Manufacturing | |
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| Workcell Operation | |
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| Output Flexibility | |
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| Throughput and Quality | |
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| Myth of Large-Batch Production | |
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| Small-Batch Production | |
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| Product Quality | |
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| One-Piece Flow | |
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| Workcell Size | |
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| Number of Operators | |
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| Number of Operations | |
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| Applications | |
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| Muda | |
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| Note | |
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| Gaining Experience, Broadening the Concept | |
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| Trap Cell | |
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| Product Family Concept | |
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| Cell Design for a Product Family | |
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| Uniform Load for the Product Family | |
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| Scheduling for Uniform Load | |
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| Lumpy Schedules | |
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| Heijunka | |
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| Forced Improvement and Elimination of Waste | |
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| Takt Time | |
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| Process Stability | |
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| Implementing the Trap Cell | |
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| Data Gathering | |
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| Trap Cell Becomes Reality | |
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| Cell Design | |
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| Cycle Time | |
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| Design of Assembly Cells | |
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| Design of Machining Cells | |
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| Workcell Capacity | |
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| Productivity Improvement | |
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| Minimum Tolerable CT | |
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| Notes | |
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| Applying the Cell Concept Plantwide | |
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| The Revelation | |
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| Avoiding the Big Machine Bottleneck | |
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| Linked Operations | |
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| Revelation: Cellularize Everything | |
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| Linked Workcells and Subcells | |
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| Coordinated Operations | |
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| Cell Operator Duties | |
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| Cell Equipment | |
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| Implementation | |
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| The MRP System | |
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| Operator Roles and Responsibilities | |
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| Training | |
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| Incentives | |
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| Standards | |
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| Management Support | |
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| Cell Planning, Design, and Launch | |
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| You Need All This to Be Lean | |
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| Notes | |
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| Building Up Steam | |
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| Kanban | |
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| Inventory Mess | |
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| Adopting Pull Production | |
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| Time for a New Approach | |
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| Additions to the System | |
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| Problems Encountered | |
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| Lessons Learned | |
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| Pull-Production Concepts | |
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| Stockless Production | |
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| Containers and Cards | |
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| Process Improvement | |
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| Number of Kanbans | |
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| Mathematical Computation | |
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| Operator-Set Kanban Targets | |
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| Safety Margin | |
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| Special Cases, Other Issues | |
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| Signal and Control: Methods and Issues | |
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| e-Kanban | |
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| Cardless Kanban Systems | |
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| Conditions | |
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| Limitations | |
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| Visual Management | |
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| Notes | |
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| Total Productive Maintenance | |
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| Breakdown in the Trap Cell | |
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| Concepts of Maintenance Management | |
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| Basic Preventive Maintenance | |
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| Maintenance Management System | |
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| Operator Ownership | |
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| Lubrication | |
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| Maintenance Staff Responsibilities | |
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| Preventive Maintenance | |
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| Equipment Effectiveness | |
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| Availability | |
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| Efficiency | |
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| Quality | |
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| Overall Equipment Effectiveness | |
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| Preventive Maintenance Programs | |
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| Normal Operating Conditions | |
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| Equipment Requirements | |
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| Cleanliness and Organization | |
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| Daily Monitoring | |
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| Scheduled Preventive Maintenance | |
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| Information Management | |
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| Predictive Maintenance | |
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| Operator Involvement | |
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| Total Productive Maintenance | |
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| Equipment Restoration and Redesign | |
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| New Roles for Maintenance Staff | |
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| Eliminate Human Error | |
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| Implementation | |
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| Notes | |
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| Quick Changeover | |
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| A Tale of Two Plants | |
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| Setup Reduction Expert | |
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| New Opportunity | |
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| Setup Reduction Concepts and Techniques | |
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| Traditional Approaches | |
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| Setup Reduction Methodology | |
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| SMED Procedure | |
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| Step 1: Distinguish Internal Tasks from External Tasks | |
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| Step 2: Convert Internal Tasks to External Tasks | |
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| Step 3: Improve Every Task in the Setup Procedure | |
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| Step 4: Abolish the Setup | |
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| Techniques for Setup Reduction | |
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| Checklist | |
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| Attachments and Fasteners | |
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| Eliminate Adjustments | |
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| Storage | |
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| Carts | |
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| Material Handling | |
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| Setup-Reduction Projects | |
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| Component of a Larger System | |
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| Notes | |
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| Standard Work | |
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| Strange-Looking Charts | |
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| Concept of Standard Work | |
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| Standard Work vs. Work Standards | |
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| Consistency and Quality | |
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| Standardization: Precursor for Improvement | |
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| What Is Standard Work? | |
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| Essential Elements | |
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| Standard Work Definition: Tools and Process | |
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| Critical Role in Kaizen | |
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| Notes | |
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| Focused Factories | |
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| Early Focused-Factory Experience | |
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| Focused-Factory Team Leaders | |
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| A Little Knowledge Can Be | |
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| Clash of the Old and the New | |
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| Focused Factory | |
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| Concepts | |
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| How Small? | |
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| What to Focus On: Focused-Factory Variants | |
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| Microdesign Issues | |
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| Flexible Flow Lines | |
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| Flexible U- and S-Lines | |
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| Working Out the Final Layout | |
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| Clustering Products and Operations | |
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| Establishing Product and Machine Groupings | |
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| Cluster Analysis | |
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| Natural Groups, Then What? | |
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| Machine Utilization | |
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| Focused-Factory Organization | |
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| Notes | |
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| Customer-Focused Quality | |
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| Listening to Your Customers | |
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| Customer Complaint | |
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| Statistical Variation | |
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| Experimentation | |
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| Awakening | |
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| Road to Six Sigma | |
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| Quality Assurance in Lean Production | |
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| Six Sigma Quality | |
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| Statistical Interpretation | |
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| Quality Programs | |
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| Quality-Improvement Process | |
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| Training and Certification | |
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| Quality Ownership, Employee Empowerment | |
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| Problem-Solving Tools | |
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| The Five-Why Analysis | |
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| Magnificent 7 | |
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| Checksheet | |
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| Histogram | |
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| Pareto Analysis | |
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| Scatter Diagram | |
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| Process Flowchart | |
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| Cause-Effect Analysis | |
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| Run Diagram | |
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| Statistical Process Control | |
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| Control Chart | |
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| Process Stability | |
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| Process Capability | |
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| Nonstatistical Process Control | |
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| Quality at the Source | |
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| Source Inspection | |
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| Self-Checks | |
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| Successive and Special Checks | |
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| Self-Check Success | |
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| Andons | |
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| Pokayoke | |
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| Line Stop | |
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| Quality Improvement and TPS | |
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| Notes | |
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| Sustaining Momentum | |
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| Employee Involvement, Workplace Organization, Kaizen | |
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| Employee Involvement and Workplace Organization | |
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| Five S | |
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| Workplace Organization and Kaizen | |
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| Kaizen Blitz | |
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| Kaizen Projects | |
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| Kaizen of Main Vent Assembly Cell | |
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| Kickoff Meeting, 9 a.m. | |
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| Value Stream Mapping | |
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| Main Vent Assembly Cell | |
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| Walkthrough, 10:30 a.m. | |
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| Mapping the Process | |
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| Few Weeks Later: Current State | |
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| One Year Later: Future State | |
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| VSM and the Trap Cell | |
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| Notes | |
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| Supply-Chain Partnerships | |
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| Learning from Our Suppliers | |
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| Problems with Parts | |
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| Building Bonds with a Supplier | |
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| Building Bonds in the Supply Chain | |
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| Supply-Chain Concept | |
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| Supplier-Induced Variability | |
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| Core Competency | |
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| The Lean Supply Chain | |
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| Partner Relationships | |
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| Purchase Criteria | |
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| Design Input | |
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| Number of Suppliers | |
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| Partner Agreement | |
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| Price | |
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| Quality | |
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| Delivery | |
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| Order/Replenishment | |
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| Point-of-Use Delivery | |
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| Little Customer, Big Supplier | |
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| This Can Be Difficult | |
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| Notes | |
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| The Lean Enterprise | |
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| Product Design | |
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| Paddle-Arm Problem | |
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| Robust for Manufacture | |
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| Robust for Usage | |
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| Lean Product Development | |
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| Process Engineering | |
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| Purchasing Function | |
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| Evolution of Purchasing | |
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| Role of Purchasing in Lean Production | |
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| Requirements Specification | |
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| Supplier Assessment, Selection, and Contracting | |
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| Managing Supplier Relationships | |
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| Developing Supplier Capabilities | |
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| Representing Suppliers | |
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| Accounting and Finance | |
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| Standard Cost Accounting | |
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| Activity-Based Costing | |
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| Measuring Performance | |
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| Sales and Marketing | |
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| Smooth Out Demand | |
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| Encourage Customer Involvement in Product Design | |
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| Narrow the Product Mix | |
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| Human Resources | |
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| Skill Development and Training | |
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| Incentives | |
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| Union Involvement | |
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| Hiring Criteria | |
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| Layoffs | |
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| Notes | |
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| Lean Culture Transformation | |
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| Organization Culture | |
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| Roots of Lean Production | |
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| Lean Culture | |
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| Influencing Cultural Change | |
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| Resistance to Change | |
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| Why Is Cultural Change Important? | |
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| Role of Management | |
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| Mission: Constancy of Purpose | |
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| Understand Processes | |
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| Model Lean Behavior | |
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| Sustaining Momentum | |
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| Lesson 1. Lean Champion | |
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| Lesson 2. Knowledgeable Assistance | |
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| Lesson 3. Plan | |
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| Lesson 4. Train | |
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| Lesson 5. Display Goals and Performance | |
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| Lesson 6. Discipline | |
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| Lesson 7. Employee Trust | |
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| Lesson 8. Role of Line Management | |
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| Lesson 9. Early Demonstration of Success | |
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| Lesson 10. Combat Lethargy | |
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| Lesson 11. Patience and Impatience | |
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| Lesson 12. Commitment from the Top | |
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| Lesson 13. Understanding the True Value of Lean | |
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| Lesson 14. Do Not Wait | |
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| Transformational Leadership | |
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| Mistakes | |
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| Closing Thoughts | |
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| Notes | |
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| Glossary | |
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| Index | |