How to implement lean manufacturing / Lonnie Wilson.

Includes bibliographical references and index.

Preface -- Acknowledgments -- 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 -- To those in manufacturing who seek huge gains -- Chapter summary -- Part 1: Lean Killers And Roll Out Errors: -- Killer To A Lean Transformation: -- Background to the lean killers -- Chapter summary -- How To Design A Lean Transformation So Failure Is Guaranteed: -- Way too typical scenario -- Failure is right around the corner -- Chapter summary -- Part 2: Issue Of Culture And The Five Cultural Change Leading Indicators: -- Cultures: -- Importance of culture -- Toyota Production System and its culture -- Five cultural change leading indicators -- Some cultural aspects of a lean implementation worthy of further thought -- Chapter summary -- Cultural Change Leading Indicator No-1: Leadership: -- Leadership basic -- Lean leadership -- Creating a leadership footprint -- Four "ah ha" experiences-or-if I am the key leader, how do I know if I am on the right track? -- Chapter summary -- Culture 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 -- Cultural Change Leading Indicator No-3: Problem Solving: -- Talented problem solvers -- What's the first problem-solving tool we should teach? -- Brainstorming rules, the facilitated spin-around -- What are our problem-solving principles? -- Word about hypothesis testing -- Chapter summary -- Appendix: Problem solving and standardization: how are they similar? -- Cultural Change Leading Indicator No-4: Whole-Facility Engagement: -- What it looks like -- Five elements of engagement -- We are not yet done: recall it is "whole-facility" engagement -- Chapter summary -- Cultural Change Leading Indicator No-5: 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 -- Final word or two -- Chapter summary -- Part 3: Solution: How To Implement Lean Manufacturing: -- Lean Manufacturing And The Toyota Production System: -- Popular definition of lean -- What is lean? -- What did Ohno say about the Toyota Production System? -- TPS and lean manufacturing defined -- Who developed the TPS? -- Two pillars of the TPS -- Original Western view of the Japanese techniques -- What is really different about the TPS? -- Behavioral definition -- Business definition -- Several revolutionary concepts in the TPS -- TPS is not a complete manufacturing system -- 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 -- 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.

Lean Manufacturing Simplified: -- Philosophy and objectives -- Foundation of quality control: the foundational issues -- Quantity control -- Chapter summary -- 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 -- 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: Taki calculation -- Appendix B: Basic time study -- Appendix C: Balancing study -- Appendix D: Spaghetti diagram -- Appendix E: Value stream mapping -- Sustaining The Gains: -- Why is it so important? -- How do we know there is a loss? -- What is process gain? -- Chapter summary -- Lean Transformation: -- You and your team must have the correct mental model of lean -- Lean transformation: at the corporate level -- Overview on how to implement lean at a value stream Chapter summary -- Appendix A: Second commitment evaluation of management commitment -- Planning And Goals: -- 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 -- Constraint Management: -- Bottleneck theory -- Chapter summary -- Cellular Manufacturing: -- Cellular manufacturing -- Gamma line redesign to cellular manufacturing -- Chapter summary -- 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 -- Cool story of SPC: SPC done right! -- How did the Alpha Line Management Team handle the fundamentals of cultural change? -- Chapter summary -- Story Of The Bravo Line: A Tale Of Reduced Lead Times And Lots of Early Gains: -- Background information -- Implementing the prescription -- Results -- Chapter summary -- Using The Prescription: Three Case Studies: -- Why these case studies? -- Lean preparation done well: the story of Larana Manufacturing -- Zeta Cell: a great example of applying the four strategies to reduce waste and achieve huge early gains -- 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 -- 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? -- Real message -- Chapter summary -- House Of Lean, System-Wide Assessments And A Cool Experiment: -- House of lean -- Assessment tools -- Experiment in variation, dependent events, and inventory -- Glossary -- Index.

Overview: Cutting-edge Lean manufacturing strategies. 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 environment. The book addresses the engineering and production aspects as well as the business culture challenges. This practical guide describes the Toyota Production System (TPS) and specifies the distinct order in which Lean techniques should be applied to achieve maximum gains. By using the proven methods in this definitive resource, you can implement a successful Lean transformation in your organization. Find how to: Create and deploy enterprise-wide strategies and goals. -- Improve speed and quality and dramatically lower costs. -- Reduce variation in the manufacturing system in order to reduce inventory. -- Reduce lead times to improve responsiveness and flexibility. -- Sustain process gains. -- Perform system-wide value-stream evaluations. -- Manage constraints and reduce bottlenecks. -- Implement cellular manufacturing. New material in the Second Edition reveals how to: Avoid the typical management pitfalls and implementation errors that virtually guarantee a Lean transformation will fail. -- Implement the new skills of Lean leadership, including its six key elements.