Leading the Lean Enterprise Transformation, Second Edition.

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"Updated with new information, illustrations, and leadership tools, Leading the Lean Enterprise Transformation, Second Edition describes how the metrics used by Toyota drive every line item in a financial statement in the right direction. Rather than focus on Lean tools and principles, the new...

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Detalles Bibliográficos
Clasificación:Libro Electrónico
Autor principal: Koenigsaecker, George
Formato: Electrónico eBook
Idioma:Inglés
Publicado: Portland : CRC Press, 2016.
Edición:2nd ed.
Temas:
Total quality management.
Industrial efficiency.
Industrial productivity.
Total Quality Management
Qualité totale.
Efficience dans l'industrie.
Productivité.
Industrial efficiency
Industrial productivity
Total quality management
Acceso en línea:Texto completo
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Tabla de Contenidos:
  • My Journey of Lean Learning: Eleven Corporate Transformations
  • Deere and Company
  • Rockwell International
  • Jake Brake (Danaher)
  • HON Company
  • Summary
  • What Is Lean?
  • What Toyota Does
  • Two Pillars
  • Identifying and Removing Waste
  • A Problem-Identifying and Problem-Solving System
  • Six Sigma or Lean...or Both?
  • Summary
  • Notes
  • Measurement Can Be Easy
  • Understanding Financial Measures: Personal Examples
  • Toyota's True North Metrics
  • How High Is High?
  • The Four True North Metrics In Detail
  • Quality Improvement
  • Delivery/Lead Time/Flow Improvement
  • Cost/Productivity Improvement
  • Human Development
  • Linking the True North Metrics with Financial Measures
  • Summary
  • Notes
  • Value Stream Analysis Provides the Improvement
  • Plan--And Kaizen Events Make It Happen
  • Taking a Walk to Create an Initial-State VSA
  • Initial-State VSA and the True North Metrics
  • Helping You See the Waste
  • Brainstorming to Create an Ideal-State Value Stream
  • Creating a Future-State Value Stream
  • Improvement Goals
  • Work Plan and Responsibilities
  • The Rule of 5×
  • A Model Value Stream
  • The Power of Weeklong Kaizen Events
  • Summary
  • Notes
  • Tactical Organizational Practices
  • The
  • n/10 Rule
  • Designing Improvement Teams
  • Key Event Failure Mode
  • The 3 Percent Guideline
  • Selecting People for the Full-Time Improvement Team
  • Selecting the Leader for the Dedicated Lean Team
  • The Watlow 3 Percent Experience
  • Administrative Teams
  • Redeployment
  • Other Lean Training
  • Summary
  • Strategic Organizational Practices
  • Understanding Governance
  • Immersion
  • Guiding Coalition
  • Communication
  • Lean Simulation
  • Strategy Deployment
  • Antibodies
  • Lean Year by Year
  • Year One
  • Year Two
  • Year Three
  • Year Four
  • Summary
  • Building a Lean Culture
  • Defining Culture
  • The Building Blocks of Lean/Toyota Culture
  • Serve the Customer
  • Seek What's Right, Regardless
  • Decide Carefully, Implement Quickly
  • Candidly Admit Imperfections
  • Speak Honestly and with Deep Respect
  • Go See and Listen to Learn (Genchi Gembutsu)
  • Deliver on Meaningful Challenges
  • Be a Mentor and a Role Model
  • The Action Plan
  • Giving Your Leadership Team Personal Experience
  • Daily Improvement
  • Challenging Your Team to Build Knowledge
  • Summary
  • A Final Thought
  • Author's Note
  • Note
  • Appendices:
  • A Lean Tutorial
  • Building a Sustainable Lean Culture--The Watlow Way
  • Watlow's Enterprise Visual Management System--Mission Control
  • The Origin of Simpler's Transformation ContinuumSM
  • Red River Army Depot--Accelerating Lean through Leadership Immersion
  • A New Product Design System That Uses Lean Principles
  • Autoliv--Empowered to Solve Problems.

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