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Table of Contents<br/>1 THE LEAN JOURNEY l<br/>1.1 WHAT IS LEAN 1<br/>1 .2 LEAN EVOLUTION 1<br/>1.3 THE DOUBLE DIAMOND . 2<br/>1.4 LEAN, THE S-CURVE AND INNOVATION 3<br/>1 .5 WHERE TO START? LEAN TRANSFORMATION<br/>FRAMEWORKS .4<br/>1.6 VALUE STREAM MAPPING (VSM) .4<br/>1.7 THE HOUSE OF LEAN .4<br/>1.8 THE LEAN ENTERPRISE HOUSE .S<br/>1.9 SHINGO PRIZE FRAMEWORK 6<br/>1.10 THE HIERARCHICAL TRANSFORMATION FRAMEWORK.8<br/>1.11 OTHER APPROACHES TO LEAN IMPLEMENTATION •.. 11<br/>2 THE LEAN MINDSET 13<br/>2.1 THE 'IDEAL WAY', 'TRUE NORTH', AND PURPOSE •.. 13<br/>2.2 THE FIVE LEAN PRINCIPLES 13<br/>2.3 LEAN IS NOT TOOLS- OR EVEN A SET OF INTEGRATED<br/>TOOLS! 15<br/>2.4 GEMBAAND GENCHI-GENBUTSU 15<br/>2.5 PULL . 15<br/>2.6 MUDA AND THE SEVEN WASTES 17<br/>2.7 THE ORIGINAL SEVEN WASTES 18<br/>2.8 THE NEWWASTES 21<br/>2.9 LEAN IS ALL ABOUT PRODUCTIVITY 24<br/>2.10 LEAN IS SYSTEMS THINKING 25<br/>2.11 LEAN IS CONTINUOUS LEARNING 29<br/>2.12 LEAN IS BOTH REVOLUTION AND EVOLUTION 29<br/>2.13 LEAN IS 'DISTRIBUTED DECISIONS' 30<br/>2.14 LEAN IS GREEN 30<br/>2.15 LEAN IS COMPRESSION 31<br/>2.16 THE 25 PRINCIPLES OF LEAN 32<br/>2.17 THE TOYOTA WAY 35<br/>2.18 THE DNA OF TPS: FoUR RULES AND FOUR<br/>QUESTIONS 35<br/>3 THE SCIENCE OF LEAN 38<br/>3.1 THE KINGMAN EQUATION 38<br/>3.2 LiTTLE'S lAW 42<br/>3.3 CRITICAL WIP .43<br/>3.4 BUFFERS 45<br/>3.5 INVENTORY TRADE-OFF CURVES 46<br/>4 IMPROVEMENT 49<br/>4.1 HOW TO GET STARTED .49<br/>4 .2 GEMBA WALKS, AND THE GEMBA .49<br/>4 .3 IMPROVEMENT CYCLES: PDCA, DMAIC, AND 8D . .51<br/>4.4 ROOT CAUSE PROBLEM SOLVING 54<br/>4 .5 KATA 57<br/>4 .6 KAIZEN 62<br/>4.7 MESS MANAGEMENT 68<br/>4 .8 A3 PROBLEM SOLVING AND REPORTS 69<br/>4 .9 COMMUNICATIONS BOARD 71<br/>4.10 ORGANIZING FOR IMPROVEMENT 73<br/>5 MANAGING CHANGE 76<br/>5.1 PEOPLE AND CHANGE IN LEAN 76<br/>5 .2 SOCIO TECHNICAL SYSTEMS 76<br/>5.3 RESPECT AND HUMILITY 77<br/>5.4 TH'E PEOPLE TRILOGY 79<br/>5.5 MODELS FOR CHANGE MANAGEMENT 82<br/>5.6 CREATING THE LEAN CULTURE 90<br/>5 .7 THE ADOPTION CURVE AND KEY PEOPLE 93<br/>6 SUSTAINABILITY-MAKING CHANGE STICK 97<br/>6 .1 BACKSLIDING 97<br/>6 .2 THE FAILURE MODES OF LEAN IMPLEMENTATIONS. 98<br/>6.3 A WORD OF WARNING ON LEAN IMPROVEMEN 102<br/>6.4 PROCESS (AND SYSTEM) SUSTAINABI LITY 102<br/>6.5 STAFF SUSTAINABILITY 104<br/>7 STRATEGY AND DEPLOYMENT 109<br/>7 .1 WHAT IS AN 'OPERATIONS STRATEGY'? 109<br/>7 .2 FORMULATI NG AN OPERATIONS STRATEGY 109<br/>7 .3 TRADITIONAL PLANNING 111<br/>7.4 HOSHIN KANRI - DEPLOYING AN OPERATIONS<br/>STRATEGY 111<br/>7.5 'NEMAWASHI', 'HANSEl' AND 'CATCHBALL' 113<br/>7 .6 CONCLUDING REMARKS ON POLICY DEPLOYMENT . 115<br/>7 .7 BUSINESS MODEL GENERATION 116<br/>7 .8 VALUE STREAM ECONOMICS : W HAT TO M AKE WHERE 117<br/>7 .9 THE ESSENTIAL PARETOS 119<br/>7.10 DISRUPTIVETECHNOLOGIES 122<br/>8 PREPARING FOR FLOW 124<br/>8 .1 DEMAND MANAGEMENT 124<br/>8.2 DEMAND ANALYSIS 125<br/>8 .3 VALUE STREAM ORGANIZATION 128<br/>8.4 TOTAL PRODUCTIVE MAINTENANCE (TPM) 129<br/>8.5 TAKT T IME, PITCH TiME, PLANNED CYCLE T IME, AND CADENCE 134<br/>8 .6 ACTIVITY TiMING, ACTIVITY SAMPLING AND WORK ELEMENTS 135<br/>A NOTE ON ACTIVITY SAMPLING 136<br/>8 .7 5S 136<br/>8 .8 VISUAL MANAGEMENT 140<br/>8 .9 STANDARD WORK, STANDARDIZED WORK AND<br/>STANDARD OPERATING PROCEDURES 142<br/>8.10 TRAIN ING WITHIN INDUSTRY (TWI) 146<br/>8 .11 CHANGEOVER REDUCTION (SMED) 148<br/>8 .12 SMALL MACHINES, AVOIDING MONUMENTS AND THINKING SMALL 151<br/>9 MAPPING AND ANALYSIS , 153<br/>9 .1 WHAT IS THE AIM OF MAPPING? 153<br/>9 .2 BEFORE YOU BEGIN MAPPING 153<br/>9.3 INTRODUCTION AND WARNINGS 153<br/>9.4 THE FIVE STAGES OF MAPPING 154<br/>9.5 TYPES OF MAPS 160<br/>9 .6 A NOTE ON INTERVENTION THEORY AND CHANGE.. 95<br/>10 LAYOUT, CELLS AND LINE BALANCE 175<br/>10.1 LAYOUT, CELL AND LINE DESIGN, LEAN PLANT LAYOUT 175<br/>10.2 MAJOR TYPES OF LAYOUT: THE PRODUCT PROCESS MATRIX 175<br/>10.3 GENERAL LAYOUT: GOOD AND NOT SO GOOD AT THE FACTORY LEVEL 175<br/>10.4 MATERIAL HANDING: GOOD AND NoT SO GOOD AT<br/>THE FACTORY LEVEL 180<br/>10.5 CELLS 181<br/>10.6 CHAKU-CHAKU CELL OR LINE 187<br/>10.7 VIRTUAL CELLS 187<br/>10.8 MOVING LINES AND PULSE LINES 188<br/>10.9 ERGONOMICS 190<br/>10.10 3P: PRODUCTION PREPARATION PROCESS 191<br/>11 SCHEDULING LINE PROCESSES 193<br/>11.1 DIFFERENT PROCESSES REQUIRE DIFFERENT APPROACHES TO SCHEDULING 193<br/>11.2 GENERAL COMMENTS ABOUT SCHEDULING 194<br/>11.3 THE LEVEL SCHEDULE 195<br/>11.4 MASTER SCHEDULING AND FINAL ASSEMBLY SCHEDULING 196<br/>11.5 THE TEN VALUE STREAM SCHEDULING CONCEPTS .. 196 SALES AND OPERATIONS PLANNING(&) 206<br/>11.6 KANBAN, PULLANO CONWIP 206<br/>11.7 (ELL OR LINE BALANCING 182<br/>11.8 APPLYING REPETITIVE SCHEDULING 213<br/>12 SCHEDULING BATCH PROCESSES 215<br/>12.1 KANBAN, DRUM BUFFER ROPE, AND CONWIP 215<br/>12.2 BUFFERS: TYPES, SIZING, LOCATION 216<br/>12.3 THE BUILDING BLOCKS 217<br/>12.4 SHARED RESOURCES 219<br/>12.5 BATCH SIZING . 222<br/>12.6 THEORY OF CONSTRAINTS AND LEAN 228<br/>12.7 CONSTRAINTS, BOTTLENECKS AND NON-BOTTLENECK RESOURCES: THE SYNCHRONOUS RULES 228<br/>12.8 THEORY OF CONSTRAINTS IMPROVEMENT CYCLE. 229<br/>CONFLICTS BETWEEN LEAN THINKING, TOC AND FACTORY PHYSICS? 230<br/>13 QUALITY 233<br/>13.1 UNDERSTANDING CUSTOMER NEEDS: THE KANO MODEL 233<br/>13.2 A FRAMEWORK FOR LEAN QUALITY 235<br/>13.3 MISTAKES AND ERRORS . 235<br/>13.4 VARIATION AND SIX SIGMA 240<br/>13.5 COMPLEXITY 245<br/>14 LEAN PRODUCT DEVELOPMENT 247<br/>14.1 FOUR OBJECTIVES AND SIXTRADE-OFFS 247<br/>14.2 LEAN IS DIFFERENT IN PRODUCT DEVELOPMENT 249<br/>14.3 WASTES IN NEW PRODUCT DEVELOPMENT 249<br/>14.4 SYSTEMS FOR NPD 251<br/>14.5 DESIGN THINKING 254<br/>14.6 MAIN LEAN DESIGN TOOLS 256<br/>14.7ADDITIONAL TOOLS FOR LEAN PRODUCT DEVELOPMENT 262<br/>15 CREATING THE LEAN SUPPLY CHAIN 272<br/>15.1 WHAT IS SUPPLY CHAIN MANAGEMENT? 272<br/>15.2 THE THREE SUPPLY CHAIN 'ENEMIES' 274<br/>15.3 SO WHAT MAKES A SUPPLY CHAIN LEAN? .... ..... .. .. 275<br/>15.4 DY,NAMIC DISTORTIONS-THE BULLWHIP EFFECT 275<br/>15.5 MANAGING SUPPLIER RELATIONS 278<br/>15.6 SUPPLY CHAIN COLLABORATION 284<br/>15.7 LEAN LOGISTICS 285<br/>15.8 MANAGING SUPPLY CHAIN RISK 286<br/>15.9 ORDER FULFILMENT AND PRODUCT CUSTOMISATION 288<br/>15.10 THE SCOR MODEL 292<br/>15.11 MEASURING SUPPLY CHAIN PERFORMANCE 292<br/>15.12 CREATING H IGH-PERFORMANCE SUPPLY CHAINS 292<br/>16 ACCOUNTING AND MEASUREMENT 295<br/>16.1 LEAN ACCOUNTING 295<br/>16.2 PERFORMANCE MEASURES 300<br/>16.3 THE BASIC LEAN MEASURES 302<br/>16.4 TARGET (OSTING, KAIZEN (OSTING AND COST DOWN 303<br/>17 LEAN BEYOND THE FACTORY FLOOR 307<br/>17.1 THE ROLE OF CONTEXT 307<br/>17.2 PRODUCT OR SERVICE? 307<br/>17.3 TYPES OF SERVICES 308<br/>17.4 A MANUFACTURING LOGIC FOR SERVICES? 308<br/>17.5 THE SEVEN SERVICE WASTES 309<br/>17.6 PERFORMANCE AND WORKLOAD: PARKINSON'S LAW AND SCARCITY 310<br/>17.7 LEAN HEALTHCARE 313<br/>17.8 LEAN FINANCIAL SERVICES 313<br/>17.9 LEAN IT 314<br/>17.10 LEAN CONSTRUCTION 315<br/>17.11 LEAN PROFESSIONAL SERVICES . 315<br/>17.12 LEAN IN THE PUBLIC SECTOR 315<br/>17.13 LEAN IN THE OFFICE 316<br/>17.14 LEAN START-UP 317<br/>18 LEAN- HOW IT ALL CAME ABOUT 318<br/>18.1LEAN BEFORE TOYOTA 318<br/>18.2 TOYOTA: THE BIRTHPLACE OF LEAN 318<br/>18.3 WHY DO WE CALL IT 'LEAN'? . 320<br/>18.4 A LEAN CHRONOLOGY 322<br/>19 FURTHER RESOURCES- WHERE TO GET HELP 326<br/>19.1 COMPANION VOLUMES 326<br/>19.2 (ERTIFICATION 326<br/>19.3 RESEARCH CENTRES, RESEARCH PROGRAMMES AND<br/>WEB RESOURCES 326<br/>ABBREVIATIONS, 327<br/>INDEX 329<br/><br/> |
