Portal to Lean Production Principles and Practices for Doing More with Less

ISBN-10: 084935031X

ISBN-13: 9780849350313

Edition: 2005

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The Portal to Lean Production: Principles and Practices for Doing More with Less describes the steps, difficulties, and rewards of implementing lean production. The book moves beyond concepts to address practical matters. The authors provide enough information for you to begin implementing lean production within your organization. This book applies a model-the Portal to Lean Production-to illustrate principles and practices. The model reappears at the start of every chapter and serves to connect the concepts of each chapter with those in other chapters, and with basic lean production principles. This volume contains short vignettes that appear in every chapter of actual lean production implementations. Following these real-world examples, the text provides expanded coverage of topics to enable you to learn and apply concepts and principles. The authors enable you to see the context, application, and practical issues associated with lean production concepts and methods before learning details. The vignettes, based upon the work experience of co-author Avi Soni, help connect the concepts and tie them to practical examples.
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Book details

List price: $99.95
Copyright year: 2005
Publisher: Auerbach Publishers, Incorporated
Publication date: 11/2/2005
Binding: Hardcover
Pages: 344
Size: 6.25" wide x 9.25" long x 1.00" tall
Weight: 1.364
Language: English

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