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