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...
| Otros Autores: | , , |
|---|---|
| Formato: | Libro electrónico |
| Idioma: | Inglés |
| Publicado: |
New York, New York ; Abingdon, Oxon :
Routledge
[2023]
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| Colección: | BASICS Lean® Implementation
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| Materias: | |
| Ver en Biblioteca Universitat Ramon Llull: | https://discovery.url.edu/permalink/34CSUC_URL/1im36ta/alma991009714839806719 |
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
- Three Types of Defects
- Special Cause versus Common Cause Variation
- Is Six Sigma a Subset of Lean?
- The 3 Sigma Shift or the 3 Sigma Trick?
- When I First Heard of "6 Sigma
- Background on the Normal Distribution
- Process Capability with Normal Data Cpk
- The 1.5 Sigma Shift
- The 3.0 Sigma Shift
- Conclusions and Recommendations
- TQM versus TCWQC
- TQM
- Root Cause Analysis: A3 Strategy
- A3s and Plan-(Control)-Do-Check-Act
- Problem Is Not a Bad Word
- Knowing You Have Problems Is Good
- Problem Statements
- Fishbones and Lean
- Building Rework into the Cell
- Poka Yoke
- Shingo's First Poka Yoke
- Problem
- Shingo Solution
- Poka Yoke PDCA Steps
- Self-Check Inspection
- Successive Check Inspection
- Example of Mistake Proofing (Poka Yoke)
- Corrective Action Request
- Negative Approach.
- Positive Approach
- Integration of Lean Tools
- A Hot Cup of Joe
- To Err Is Human
- Types of Control and Warning Devices
- Design the Control Plan
- Waterfall Chart
- Examples of Cause and Effect
- Chapter Questions
- Notes
- Additional Readings
- 4. Lean +QDIP, and Huddles
- Huddle Meetings and +QDIP Boards
- Driving Good Business Behavior
- Visual Management
- Out of Date Metrics May Be Worse Than No Metrics
- Tiered Meetings Concept
- Tier 1
- Tier 2
- Tier 3
- Tier 4
- Tier 5
- Tier 6
- Huddle Boards and Daily Huddle Characteristics
- Daily Metrics Review
- Visual Means It Is on A Board Where Everyone Can See It, Not in A Computer!
- Communication of Important Announcements or Visitor
- Questions from the Team-Level Huddles
- Learning Minute
- Team-Level Huddles
- Introduction to +QDIP
- +QDIP Evolution and Journey at Company X
- First Evolution
- Second Evolution
- Plus (+) = Safety/5S
- Q = Quality
- D = Delivery
- I = Inventory
- P = Productivity
- Daily Management +QDIP Boards versus Huddle Boards
- Results Focused on the Factory Floor as the Customer
- Maintenance
- Third Step in the Evolution: Open-Book Management
- Huddles and the +QDIP/Gemba Walk
- KPI Board
- Cross-Functional Representation Is Important
- Metric Boards and Huddles
- Gemba Walks/Watches
- Daily Management-QDIP Linkage
- Chapter Questions
- Notes
- Additional Readings
- 5. Visual Management
- Visual Management System Components
- Management by Sight
- 5S-Identification
- Benefits of 5S
- Red Tag Strategy
- Lipstick Guy
- 5S Board
- 5S Implementation Guidelines
- Visual Displays-Informational
- Visual Controls-Instructional
- Andon
- Make Sure You Have a System Behind It!
- What Do 5S and Surgery Have in Common?
- Visual Management System-Daily Management Planning
- Day-by-Hour Chart
- Team's Territory.
- Why a Visual Factory
- Chapter Questions
- Homework
- Exercises
- Notes
- Additional Readings
- 6. Total Productive Maintenance
- TPM: Definition
- What We Typically Find
- Can This Equipment Be Saved?
- Total Productive Maintenance Goals
- Six Big Losses (in a Factory)
- TPM Metrics Goals
- Zero Breakdowns
- Zero Defects
- Process Capability
- Overall Equipment Effectiveness
- OEE Formula/Calculator
- Improper OEE Measurement
- OEE Equation
- Scheduled Availability
- Operating Rate
- Defect Percentage
- New Maintenance Paradigm
- Lean and Maintenance in Factories
- TPM Development Plan
- Where to Start?
- TPM Daily Checklist
- Role of 5S, Jidoka, and Visual Controls with TPM
- Andon
- TPM Communication
- Construction Challenges
- When You Have to Move Equipment
- When You Must Purchase New Equipment
- Too Many Bells and Whistles
- Who Should Own TPM?
- TPM Is Not a Cost Reduction Program
- TPM versus Reactive Maintenance
- Reactive versus Preventative versus Predictive Maintenance
- Centralized versus Decentralized Maintenance
- Benefits
- Chapter Questions
- Notes
- Additional Readings
- 7. Applying Lean to Accounting
- Part 1: Hidden Wastes: The Sixth Level of Waste
- Paying the Price: Understanding What It Costs to Run Your Business
- Results-Driven Management
- How Will Your Organization Define Lean Savings?
- The Value of a Group Tech Matrix
- Hidden Costs: The Sixth Level of Waste
- Cool Whip Free®
- Gift Wrap
- Lean Answer
- Hidden Cost within the Concept of Critical Mass
- Hidden Costs in Our Budgeting Processes
- Hidden Costs in Materials Replenishment
- Hidden Cost of Software That Will Solve All Our Problems
- Hidden Costs in the Software Solution
- Process Improvement in the Dentist's Office
- Hidden Cost in Inventory Management.
- Hidden Costs and Lack of Standardization at a System Level
- Standardizing on Equipment
- Lean Solutions and Lean Accounting
- Lean: It's All about the Process, Not Labor or Full-Time Employee Reductions
- Lean Accounting Approach
- Hidden Costs of Cost Accounting Standards
- Earned Hours versus Lean Accounting
- Earned Hours
- Standards and Variance Reporting
- Lean Accounting Approach
- Problem with Cost Accounting Standards
- Traditional Cost Accounting Question
- Labor Standard Report Said We Should Hire Three People: Lean Accounting Said No!
- Lean Accounting Approach
- Allocating Overhead
- Part 2: Lean and Collecting Costs
- Contribution Margin
- Machine Utilization
- Why Do We? Why Can't We?
- Should You Always Benchmark Other Companies?
- Lean and Marketing
- Lessons from an AP Kaizen
- Traditional Metrics Discussion
- We Should Have Part of Our Accounting Report Entitled
- Discover the Opportunities
- Summary
- Part 3: Lean Accounting by Jerold Solomon
- Value Streams
- Accounting for Lean
- Why a Traditional Standard Cost System Is Incompatible with Lean
- Summary
- Chapter Questions
- Notes
- Additional Readings
- Appendix A - Study Guide
- Appendix B - Acronyms
- Appendix C - Glossary
- Index.
