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Lean Production for the Small Company

ISBN-10: 1439877793

ISBN-13: 9781439877791

Edition: 2012

Authors: Mike Elbert

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Description:

A practical guide to adapting Toyota Production System and Lean principles to high-mix/low-volume environments, this unique book uses charts, flow charts, and pictures as well as simple language and logic to illustrate the need for and benefit of change. It guides the reader through the correct order of implementation and describes problems and pitfalls alongside practical and proven solutions. Drawing on the author’s years of experience transforming high-mix plants to Lean, this handy volume offers hands-on advice to bring Lean principles to low-volume manufacturers.
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Book details

Copyright year: 2012
Publisher: Taylor & Francis Group
Publication date: 10/1/2012
Binding: Paperback
Pages: 295
Size: 7.00" wide x 9.25" long x 0.75" tall
Weight: 1.342
Language: English

Preface
About The Author
Introduction
Who Should Use This Book
How to Use This Book
Brief History of Lean Manufacturing
The Philosophy of Lean Manufacturing and Business Systems
Why Do We Need Lean Manufacturing and Business Systems?
Fundamentals of Lean Production and Business Systems
Nine Critical Wastes in Business
Concerning Elimination of Waste
Fundamentals of Lean Manufacturing
The Five Whys
Critical Importance of Management Commitment
Establish Your Lean Team and Lean Leader
The Lean Coach
Lean Coach and Consultants
Lean Team
Lean Production and Your Employees
Some Will Leave Us (Making the Really Tough Decision, Removing Human Roadblocks)
Lean Systems versus Six Sigma
Tools for Continuous Improvement
Step 1: Hands-On
Example: Order out of Chaos:
Housekeeping: 5S
Beginning Your Journey
Waste Walk
Plant Manager: Waiting (Idle Time)
Materials Manager: Excess Inventory
Finished Goods: Overproduction
Production Manager: Overproduction
Quality Manager: Defects
Purchasing Manager: Environmental
Planning Manager: Transportation
Manufacturing Engineering Manager: Excessive Motion
Lean Leader: Overprocessing
Current Lean Status
Value Stream Maps: The Amazing Tool (Critical to Your Success)
What a Value Stream Map Is and Why You Need It
Why a Value Stream Map Is Critical to Your Success
How to Create a Value Stream Map
Current State Map
Creating the Map
Gather Your Data
How to Read a Value Stream Map
Future State Map
Creating the Future State Map
Next, Compare the Current State Map to the Future State Map
Identify Your Projects
Continuous Improvement Projects
Identifying Your Projects from Your Maps
Which Project to Do First?
Machine Tools and Takt Time
Smoothing the Flow of Production
Balancing Product Mix in the Work Cell
Implementation
Audits
Who Should be Audited?
Stabilizing Your Processes
Your First Kaizen Project Team
What Is a Kaizen Event (Continuous Improvement Event)?
Team Makeup
Kaizen Event Process
SMART Goals
Plan-Do-Check-Act
Using Plan-Do-Check-Act and A3
Kaizen Toolbox
Continuous Flow
Introduction
Step 1: Determine Family Mix
Step 2: Build First Production Cell
Step 3: Create Goals and Results Chart
Stabilizing Your Process
Standing in the Circle
Standardized Work
Using Standardized Work
Reducing Variability
Leaders' Standard Work versus Work Instructions
Team Leader's Standard Work
Manager's Standard Work
Accountability
Daily Production Meetings
Work Cell and Factory Layout
Work Cell Layout
Ergonomic Design
Work Cell Material Handling Design
Creating Your Lean Road Map (Strategy Deployment)
Introduction
Strategic Lean Manufacturing Plan
Visual Controls and Visual Management
Visual Management Displays and Controls
Andon Display
Production Scheduling
Introduction
MRP and Lean Complement Each Other
What Finished Goods Inventory Should You Stock?
Types of Pull Systems
Organizing and Controlling Finished Goods Warehouse
How to Schedule the Production Line (Value Stream)
Introduction
Pacemaker Process
Efficiency versus Changeover
Supermarket (Warehouse) Location in the Factory
Signaling Material Withdrawal from the Market
Batch Production Signal Kanban
Production Capacity versus Changeover Time
Determining Production Lot Size
Reorder Trigger Point
Working without Work Orders
Labor and Material Accuracy
Work-Order Back-Flushing
Cycle Count Inventory
Material Management
Raw Material Inventory Management
Loading the PEEP
What Data to Input First
Equations Used with the PEEP
Planning Minimum Inventory Levels
Value of Frequent Deliveries
Quantity of Containers Required
Material Reorder Points
Updating and Editing the PFEP
Creating the Raw Material Market
Organizing the Warehouse
Layout of the Supermarket
Creating the Supermarket
How Do I Expedite Parts?
Timed Delivery Routes
Basic Material Handling Information
Creating Your Timed Delivery Routes
Point-of-Use Rack Design
Pull Signal for Material
Coupled versus Decoupled Routes: What Is the Difference?
Determining the Number of Pull Signals
Kanban-in-the-Loop
Sustaining the Material Handling System
Supplier Replenishment to Your Warehouse
Getting Started
Finished Goods Replacement
Tying Finished Goods Warehouse to the Production Floor
Packaging Schedule Board
How to Use the Packaging Schedule Board
Sequence of Operation
Standardized Problem-Solving Method
Problem Solving
Recognize You Have a Problem
Elevate to the Next Higher Level
Evaluate the Severity of the Problem
Control the Expansion of the Problem
Containing the Problem
Preventing a Recurrence
Inspect Every Job
Mistake-Proofing
Where Do You Start Error-Proofing?
General Inspection
100% Inspection
Error-Proofing Devices
Immediate Feedback
Statistical Process Control and Mistake-Proofing
Working with Suppliers and Partners
Introduction
Looking for Suppliers
Seven Characteristics of Supplier-Customer Partnering
Outsourcing Products
Group Suppliers by Capability
Lean Accounting
Show Me the Money
Performance Goals
Box Scores
What You Get for Your Effort
Profit and Loss (Income) Statements
Cash-to-Cash Cycle
Calculate Cash-to-Cash Cycle
Achieving a Higher Level of Lean
Culture Change: Learning to Stop and Fix the Problem
Changing the Cultural Change
Key Ingredients in Cultural Change
Team Leader and Stopping the Production Line
Creating a Culture That Will Stop and Fix Problems (Get Out of Fire Fighting)
Using Metrics to Track Change
To Change a Culture, Change a Behavior
Final Thoughts
What Have We Learned?
Sustaining Lean Conversion
The Human Factor
Goals and Measurements
Rewards Help
Where Do You Find People with Lean Business Knowledge?
Conclusion
Glossary
References
Index