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CHECK identifying gaps on the path to success .
Lean is about building and improving stable and predictable systems and processes to deliver to customers high-quality products/services on time by engaging everyone in the organization. Combined with this, organizations need to create an environment of respect for people and continuous learning. It...
| Clasificación: | Libro Electrónico |
|---|---|
| Autores principales: | , , |
| Formato: | Electrónico eBook |
| Idioma: | Inglés |
| Publicado: |
[S.l.] :
PRODUCTIVITY PRESS,
2022.
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| Colección: | BASICS Lean® Implementation Ser.
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| Temas: | |
| Acceso en línea: | Texto completo (Requiere registro previo con correo institucional) |
Tabla de Contenidos:
- Cover
- Half Title
- Series Page
- Title Page
- Copyright Page
- Dedication
- Contents
- Acknowledgments
- About the Authors
- Introduction
- 1. BASICS Lean Implementation Model-Check
- Check Principles
- The House of Continuous Improvement
- Brief History of the Toyota House Model
- Purpose of a Model
- Toyota House Model
- Just in Time: The First Pillar
- Going Direct to Retailers: P&G Goes JIT in the 1920S
- Jidoka: The Second Pillar of the Toyota Production System
- Difference between an Error and a Defect
- Jidoka at Toyota
- Toyota Tools to Obtain Jidoka
- Labor-Saving (Monitoring of Equipment Is Unnecessary) Machine Jidoka
- People Jidoka and the Use of Safety Glasses
- The Safety Bonus System Story
- What Sigma Level Are Humans?
- The Jidoka Process
- Why Is Jidoka So Difficult to Implement?
- Man-to-Machine Ratios
- Containment Action versus Countermeasures versus Solutions Solution
- Long Action Item Lists that Keep Growing for the Wrong Reasons
- Respect for Humanity: What We Call the People Piece
- Top of the Toyota House: Respect for Humanity
- Respect for Humanity Is Not
- Respect for Humanity Is
- Respect for Humanity and Ideas
- Make the Employee's Job Easier
- Make the Employee's Job Safer: The Best Safety Test
- Scanlon Principles
- Lean and Layoffs
- Unions and Lean
- Foundation for the Lean House: Total Company-Wide Quality Management
- Quality Circles (Jishuken)
- Total Company-Wide Quality Control
- Problem-Solving: The 5 Whys
- What We Know versus What We Don't Know
- Know How versus Know Why
- Poka Yoke
- 5W2Hs: Another Tool to Get Rid of Waste
- PCDSA: Dr. Shingo's Model
- Chapter Questions
- Exercise
- Notes
- Additional Readings
- 2. Heijunka, Planning and Scheduling, Sequencing Activities, Load Balancing
- Procter and Gamble (P&G): Level Loading
- Takt-Flow-Pull
- Establishing Takt
- What We Find: The Evils Created by "Demonstrated Capacity"
- Lean Should Be Able to Beat Any Existing Standards
- Build to Order versus Push Production versus Pull Systems
- Scheduling Issues with Lean
- Pulling in the Schedule
- Building to Shortages
- Triggers: MRP versus Kanban
- Establishing Flow: Order Staging Rack in Place
- Scheduling Board Rules
- Heijunka: Production Leveling-Level Loading
- Level Loading/Kanban Scheduling Rules
- Production Smoothing Example
- Production Sequencing
- Pitch
- Milk Runs Timed within Second! It Is Possible!
- Heijunka Box
- Gotta Make the Numbers
- What You Are Told Is the Problem, Normally Is Not!
- Capacity and Load
- Shop Floor Scheduling without Using the MRP System
- Peak Demand
- Setup and Number of Changeovers
- Implementing Planning and Scheduling Tips
- Lean Pulls Changes from Every Department
- Chapter Questions
- Discussion Question
- Notes
- Additional Readings
- 3. Mistake Proofing
- Lean Goal Is Zero