| |
| |
| 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 | |