How to implement lean manufacturing

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"Thoroughly updated with the latest trends and new global case studies, How to Implement Lean Manufacturing, Second Edition, explains how to implement this powerful formula for eliminating waste, controlling quality and inventory, and improving overall performance across an enterprise environme...

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Detalles Bibliográficos
Clasificación:Libro Electrónico
Autor principal: Wilson, Lonnie, 1947- (Autor)
Formato: Electrónico eBook
Idioma:Inglés
Publicado: New York, N.Y. : McGraw-Hill Education LLC., c2015.
Edición:2nd edition.
Temas:
Production control.
Lean manufacturing.
Acceso en línea:Texto completo
Tabla de Contenidos:
  • A. About the author
  • B. Preface
  • Why i am writing this book
  • There is lots to share?
  • It requires hard work and then some?
  • And thinking is also required?
  • Really, it's not that complicated, so let's get started
  • Huge gains can be made
  • New stuff in the second edition
  • They are taught to be better managers and leaders
  • Finally i hope to further enhance your understanding
  • C. Acknowledgments
  • 1. What is the perspective of this book?
  • From a practical perspective
  • From an engineering viewpoint
  • With a lot of cultural advice
  • This book has a "how to" perspective
  • And to those in manufacturing who seek huge gains
  • Chapter summary
  • A. Part i: the lean killers and roll out errors
  • 2. The "killers" to a lean transformation
  • Background to the lean killers
  • Chapter summary
  • 3. How to design a lean transformation so failure is guaranteed
  • A way too typical scenario
  • And failure is right around the corner
  • Chapter summary
  • B. Part ii: the issue of culture and the five cultural change leading indicators
  • 4. Cultures
  • The importance of culture
  • The toyota production system and its culture
  • The five cultural change leading indicators
  • Some cultural aspects of a lean implementation worthy of further thought
  • Chapter summary
  • 5. Cultural change leading indicator no. 1, leadership
  • Leadership basic
  • Lean leadership
  • Creating a leadership footprint
  • The four "ah ha" experiences ? or ? if i am the key leader, how do i know if i am on the right track?
  • Chapter summary
  • 6. Cultural change leading indicator no. 2, motivation
  • Motivation to implement a lean transformation
  • Just how does the management do all that, and do it long term?
  • Lean manufacturing is not only built upon the intrinsic motivators but the lean manufacturing system fuels these same intrinsic motivators
  • Chapter summary
  • 7. Cultural change leading indicator no. 3, problem solving
  • Talented problem solvers
  • What's the first problem-solving tool we should teach?
  • What are our problem-solving principles?
  • A word about hypothesis testing
  • Chapter summary
  • Appendix?problem solving and standardization: how are they similar?
  • 8. Cultural change leading indicator no. 4, whole-facility engagement
  • What it looks like
  • The five elements of engagement
  • We are not yet done?recall it is "whole-facility" engagement
  • Chapter summary
  • 9. Cultural change leading indicator no. 5, a learning/teaching/experimenting environment
  • Survival via continuous improvement?via learning and teaching
  • We learn by doing
  • We learn by doing experiments and hypothesis testing
  • Pdca and the scientific method ?
  • Jit training
  • Teaching by questioning
  • Reflection as a training and growth tool
  • Growth and failure
  • A final word or two ?.
  • Chapter summary
  • C. Part iii: the solution??how to implement lean manufacturing
  • 10. Lean manufacturing and the toyota production system
  • The popular definition of lean
  • What is lean?
  • What did ohno say about the toyota production system?
  • The tps and lean manufacturing defined
  • Who developed the tps?
  • The two pillars of the tps
  • The original western view of the japanese techniques
  • What is really different about the tps?
  • The behavioral definition
  • The business definition
  • Several revolutionary concepts in the tps
  • The tps is not a complete manufacturing system
  • A critical and comparative analysis of various philosophies
  • Where lean will not work ? or not work quite so well
  • So just what is lean?
  • Chapter summary.
  • 11. Inventory and variation
  • Background
  • Just why do i have and why do i need the inventory?
  • What is so bad about inventory?
  • About variation
  • Buffers
  • Kanban
  • Finished goods inventory calculations
  • Make-to-stock versus make-to-order production systems
  • Chapter summary
  • 12. Lean manufacturing simplified
  • The philosophy and objectives
  • The foundation of quality control?the foundational issues
  • Quantity control
  • Chapter summary
  • 13. The significance of lead time
  • Some history of lead time
  • Benefits of lead-time reductions
  • Excalibur machine shop, lead-time reductions
  • Techniques to reduce lead times
  • Why lead time is the basic measure of being lean?
  • Chapter summary
  • 14. The path to lean?the five strategies to becoming lean
  • Overview of the path to lean, the lean transformation strategies
  • Implementing lean strategies on the production line
  • Chapter summary
  • Appendix a?the takt calculation
  • Appendix b?the basic time study
  • Appendix c?the balancing study
  • Appendix d?the spaghetti diagram
  • Appendix e?value stream mapping
  • 15. Sustaining the gains
  • Why is it so important?
  • How do we know there is a loss?
  • What is process gain?
  • Chapter summary
  • 16. A lean transformation
  • You and your team must have the correct mental model of lean
  • The lean transformation ? at the corporate level
  • An overview on how to implement lean at a value stream
  • Chapter summary
  • Appendix a?the second commitment evaluation of management commitment
  • 17. Planning and goals
  • The inherent leverage in planning
  • Why are goals and goal deployment so important?
  • Policy deployment
  • Leadership in goal development, execution, and determining what "should be"
  • Chapter summary
  • 18. Constraint management
  • Bottleneck theory
  • Chapter summary
  • 19. Cellular manufacturing
  • Cellular manufacturing
  • The gamma line redesign to cellular manufacturing
  • Chapter summary
  • 20. The story of the alpha line
  • How we got involved
  • Initial efforts to implement cultural change
  • Some of the results
  • Continuous improvement, as it should be
  • The cool story of spc: spc done right!
  • How did the alpha line management team handle the fundamentals of cultural change?
  • Chapter summary
  • 21. The story of the bravo line: a tale of reduced lead times and lots of early gains
  • Background information
  • Implementing the prescription
  • The results
  • Chapter summary
  • 22. Using the prescription?three case studies
  • Why these case studies?
  • Lean preparation done well: the story of larana manufacturing
  • The zeta cell: a great example of applying the four strategies to reduce waste and achieve huge early gains
  • The case of the qed motors company: another great example of huge early gains on an entire value stream
  • Applying the second prescription at qed motors?how to implement lean
  • 23. The precursors to lean?not handled well
  • Background to the abc widgets story
  • We analyze the data
  • Summary of results
  • How did the management team from abc widgets handle the cultural change leading indicators?
  • The real message
  • Chapter summary
  • 24. House of lean, systemwide assessments and a cool experiment
  • A house of lean
  • Assessment tools
  • An experiment in variation, dependent events, and inventory
  • D. Glossary.

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