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Lean How to Streamline Your Organisation, Engage Employees and Create a Competitive Edge

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ISBN-10: 0273770500

ISBN-13: 9780273770503

Edition: 2012

Authors: Andy Brophy

List price: $19.99
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Description:

Learn how to make your company more efficient, increase customer value with less work and make better use of your organisation’s resources by implementing a Lean management strategy. The Financial Times Guide to Lean is a guide to the tools that are used to implement Lean, showing you how to apply Lean practices fully into your organisation or company. This book offers a comprehensive and objective look at lean strategy and how it can be tailored for different companies.
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Book details

List price: $19.99
Copyright year: 2012
Publisher: Financial Times/Prentice Hall
Publication date: 11/8/2012
Binding: Paperback
Pages: 320
Size: 6.00" wide x 9.50" long x 1.00" tall
Weight: 1.342
Language: English

Acknowledgements
Introduction
Getting Started: Lean Orientation and Diagnostic Phase
Lean management
What is Lean?
Why Lean?
Brief history of Lean
Lean today
True North Lean
The five principles
The Lean operating system
First pillar: Continuous improvement
Second pillar: Respect for people
Hidden waste is robbing our profits
Muda
Muri
Mura
Review
Hoshin kanri strategy deployment
Introduction
The hoshin kanri process
Reflection on the previous year's performance
Review of the organisation's mission, vision and values
Objectives for the forthcoming year
Alignment building and action plans
X-matrix development
Implementation
Monthly evaluation
Annual evaluation
Review
Value stream mapping
Introduction
What flows in value stream maps?
Value stream mapping stages
Case study: Outpatients' orthopaedic clinic
Review
Lean Transformation Practices
Lean methods and tools (part I)
5S workplace organisation
Introduction
Waste (symptom) and 5S countermeasures
How to apply 5S workplace organisation
Sort
Set-in-order
Shine
Standardise
Sustain
5S review
Visual management
Introduction
Why use visual management?
Levels of visual management
Visual management centre (VMC)
Operational tracking at the gemba
Visual management review
Lean methods and tools (part II)
A3 problem solving
Introduction
Why A3?
A3 document
The seven basic quality tools
Four ways of using A3s
Categories of problems
A3 problem-solving review
Standard work
Introduction
Standard work and job classifications
Improving standard work
Bringing standard work to life
Standard work review
Lean methods and tools (part III)
Idea management system (IMS)
Introduction
Documenting ideas is crucial
Idea metrics
Reward and recognition
Idea process flow
Idea management system review
Kaizen events
Introduction
Kaizen event stages
Pre-event preparation
Event workshop
Confirmation phase
Kaizen review
Lean methods and tools (part IV)
Quick changeover
Introduction
Why quick changeover?
Ways to implement SMED methodology
Quick changeover review
Total productive maintenance (TPM)
Introduction
Why TPM?
Application of TPM
TPM improvement plan
TPM review
Lean methods and tools (part V)
Kanban
Introduction
Why kanban?
Types of kanban
Culture and people implications
Kanban rules
Supplier kanban in a hospital setting
Kanban review
Poka yoke
Introduction
Mistake proofing classifications
Poka yoke review
Lean methods and tools (part VI)
Introduction
River and rocks analogy
Batch size implications for flow
A word on inventory
The problem with traditional production scheduling using material requirements planning (MRP)
Preconditions for flow
Family identification
Cellular flow
Human implications for flow
Flow practices review
Leading the Lean Transformation
Developing the Lean culture
Introduction
The Cathedral model
The model's foundation
Accountability process
Set expectations
Recognition
True coaching and delegation
Constructive feedback
Escalation
Quantity and quality
Review
The technical side of sustaining Lean
Introduction
Systems thinking
Hoshin kanri strategy deployment
Lean daily management system
Sustaining Lean through problem solving
Training within industry (TWI)
Metrics
Review
The people side of sustaining Lean
Introduction
Leadership
Engaging people in Lean
Oh, if only we had the luxury of time for improvement work!
Communication
Middle management
A propensity for risk taking
A rising tide should lift all boats
Review
Putting it all together: the Lean roadmap to transformation
Introduction
Generic roadmap
Understand value through the eyes of your customers
Articulate the business case for Lean transformation
Lean assessment
Value stream mapping
Build leadership commitment and set expectations
Hoshin kanri strategy deployment
Management of the change plan
Pilot the Lean model area and spread plan
Build the Lean knowledge
Lean culture
Sustaining Lean
Hansei
Review
Glossary
References and further reading
Appendix: Lean assessment
Index