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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 | |