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Lean Misconceptions : Why Many Lean Initiatives Fail and How You Can Avoid the Mistakes.
Chapter 8: Solving Problems ; Problem-Solving Principles and Concepts ; PDCA ; Tool Selection ; Common versus Special Causes ; Root Cause Analysis ; Problem-Solving Tools ; 3C/4C ; A3/Practical Problem Solving ; The 5i Technique ; Summary ; Chapter 9: Sharing New Knowledge ; Traditional Lean Tools ;...
| Clasificación: | Libro Electrónico |
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| Autor principal: | |
| Formato: | Electrónico eBook |
| Idioma: | Inglés |
| Publicado: |
Portland :
Taylor and Francis,
2017.
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| Temas: | |
| Acceso en línea: | Texto completo |
Tabla de Contenidos:
- Cover; Half Title; Title Page; Copyright Page; Table of Contents; Preface ; Author ; Section I : Misconceptions, Where They Come from, and How to Overcome Them ; Chapter 1: Misconceptions ; Headcount Reduction ; Tools and Techniques ; Waste ; Speed- or Time-Based Management ; Executive Engagement ; "Pretty Lean" ; Bureaucracy ; Functional Approach ; Traditional Western Management Practices ; Project Timelines ; Learning ; Summary ; Chapter 2: Why and How Companies Start Doing Continuous Improvement (CI) Activities? ; Delays ; The Show ; Survival or Ambition? ; Communication.
- We're Actually Doing Something Now, but Is It the Right Thing? The Ever-Changing CI Landscape ; The Dilemma ; Chapter 3: Where Should We Focus? ; By What Method? ; A Model for Implementation ; Learn How to Do or Learn How to Think? ; Focus on a Learning Culture ; Clarity ; Chapter 4: A Brief History of Lean ; Interchangeable Parts ; The Industrial Era, Taylor, and Ford ; Japan Enters the Scene ; Ohno and Shingo ; The In-Betweeners ; Lean Begins in Earnest ; Beyond the Shop Floor ; Chapter 5: Dynamic Organizations ; Tool Focus ; Learning Focus ; The Four Capabilities ; Making Problems Obvious.
- Solving Problems Sharing Knowledge ; Leadership Developing Capabilities ; Summary ; Chapter 6: The Principles within Lean ; The Value of Knowledge ; Higher-Order Thinking ; The Four Capabilities within Lean ; Demonstrable Benefits ; Summary ; Section II : How the Tools Support the Learning Process ; Chapter 7: Making Problems Obvious ; What Is a Problem? ; Delays in Problem Identification ; Standardization ; How Does Standardization Fit into See, Solve, Share, and Show? ; See ; Solve ; Share ; Show ; Where Should Standards Originate? ; Visualization and 5S ; Heijunka ; Heijunka Varieties.
- United States Marine Corps PepsiCo ; Summary ; Chapter 11: What Next? ; On the Brink ; Already Started? ; Haven't Started Yet? ; Training Programs ; Final Thoughts ; Appendix: A Selection of Tools and Techniques and How They Support See, Solve, Share, and Show ; Bibliography ; Index.