Lean Production Simplified

Name: Lean Production Simplified
Price: 4690 ISK
Availability: InStock
Author: Pascal Dennis
ISBN: 9781003803881

Höfundur: Pascal Dennis (Útgáfa: 3)

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Útgefandi: Taylor & Francis

ISBN: 9781003803881

Print ISBN: 9781498708876

Format: ePub

Útgáfa: 3

Höfundar: Pascal Dennis

Tungumál: English

Útgefið: 2017-07-27

Prent takmörkun á líftíma: 100

Prent takmörkun: 2

Afritunar takmörkun: 2

Flokkar: Viðskiptafræði

Efnisflokkar: Viðskipti og hagfræði › Framleiðslu- & Rekstrarstjórnun Viðskipti og hagfræði › Gæðastjórnun Viðskipti og hagfræði › Stjórnun

Kaflar

Cover
Half Title
Title Page
Copyright Page
Dedication
Table of Contents
Foreword
Preface
Objectives
Intended Audience
Structure of the Book
A Note on Terminology
Acknowledgments
Endnotes
About the Author
Introduction
Endnotes
1 The Birth of Lean
Craft Production
Mass Production
Ford System
Other Developments
Growing Dysfunction
Worker Alienation
Quality
Machinery
Engineering
Birth of Lean Production
Historic Bargain
A Novel Concept
A Virtue of Necessity
Completing the Lean Revolution at Toyota
Summary
Reference
Endnotes
Study Questions
2 Lean Production System
Why Lean Production?
New Economics
Systems and Systems Thinking
The “Thinking Way”
Basic Image of Lean Production
Customer Focus
Muda
Motion
Delay
Conveyance
Correction
Overprocessing
Inventory
Overproduction
Knowledge
A Word of Caution
Mura
Muri
Summary
Endnotes
Study Questions
3 Stability
Lean System Standards
Visual Management
5S System
S1— Sort
Just-in-Case Management
Red Tagging
S2— Set in Order
Rationalize Locations
Organize and Apply Colors
S3— Shine (and Inspect)
S4— Standardize
Standards for S1 to S3
S5— Sustain
5S Promotion and Communication
5S Training
Total Productive Maintenance
Key Measures
Six Big Losses
Downtime
Speed or Hidden Losses
Defects
The Machine Loss Pyramid
Small-Group Activity
Summary
Endnotes
Study Questions
4 Standardized Work
Methods Engineering versus Lean Thinking
What Do We Have to Manage?
Maximize Utilization of Machines or People?
Labor Density
Why Standardized Work?
Prerequisites for Standardized Work
Elements of Standardized Work
Takt Time
Takt Time and Cycle Time
Work Sequence
In-Process Stock
Charts Used to Define Standardized Work
Production Capacity Chart
Standardized Work Combination Table
Standardized Work Analysis Chart
Job Element Sheets
Time Measurement
Manpower Reduction
Overall Efficiency versus Individual Efficiency
Standardized Work and Kaizen
Guidelines for Economy of Motion
Guidelines for Layout and Equipment
Guidelines for Tools and Jigs
Common Layouts
Islands
Connected Islands
Connected Islands with Full-Work Control
Cells
Summary
Endnotes
Study Questions
5 Just-in-Time Production
Why JIT?
Basic Principles of JIT
Continuous Flow
Pull
The JIT System
Kanban
Kanban Metaphors
Pacemaker Process
The Store
Six Kanban Rules
Rule 1: Never Ship Defective Items
Rule 2: The Customer Withdraws Only What Is Needed
Rule 3: Produce Only the Quantity Withdrawn by the Customer
Rule 4: Level Production
Rule 5: Use Kanban to Fine-Tune Production
Rule 6: Stabilize and Strengthen the Process
Expanded Role of Conveyance
How Frequently Should We Provide Production Orders?
Quick Adjustment to Demand Changes or Other Sources of Instability
Better Sense of Takt Time
Fewer Peaks and Valleys
Abnormality Control
Two Kinds of Conveyance
Production Leveling
Responding to Changes in Customer Demand
Heijunka Box
Three Types of Pull Systems
Type A Pull System
Type B Pull System
Type C Pull System
Value Stream Mapping
Summary
Endnotes
Study Questions
6 Jidoka
Development of the Jidoka Concept
Why Jidoka?
How to Improve Human Reliability
Poka-Yoke
Common Errors
Inspection Systems and Zone Control
Judgment Inspections—Discovering Defects
Informative Inspections—Reducing Defects
Source Inspections—Preventing Defects
Vertical Source Inspections
Horizontal Source Inspections
Using Poka-Yokes
Two Types of Action
Shutdown
Warning
Three Paths to Poka-Yoke
Work Piece Deviations
Work Method Deviations
Deviations from Fixed Values
Poka-Yoke Detection Methods
Contact Sensors
Noncontact Methods
Implementing Jidoka
Annual Jidoka Strategy and Goals
Future Directions
Summary
Endnotes
Study Questions
7 Involvement
Why Involvement?
Terrible Waste of Humanity
Activities Supporting Involvement
Goal of Involvement
Kaizen Circle Activity
Structure of KCA
KCA Training
KCA Administration
KCA Promotion
Role of the Manager
Practical Kaizen Training
Key Factors for PKT Success
Communication
Grasping the Situation
Problem Solving
Role of the Supervisor
Suggestion Programs
Hassle-Free Process and Clear Rules
Tangible Suggestions
Intangible Suggestions
Quick Decision-Making and Feedback
Fairness
Promotion
Extrinsic and Intrinsic Motivation
How to Motivate Suggestions
Quantity First—Then Quality
Annual Culture Hoshin
Summary
Endnotes
Study Questions
8 Hoshin Planning
What Is Planning?
Why Plan?
Problems with Planning
How Do We Create Flow?
Hoshin Planning
Focus of Hoshin Planning
Alignment and Flexibility
Hoshin Planning and MBO
Hoshin Planning System
PDCA
Check Outcomes and Process
Strengthen People
Nemawashi
Catchball
The Control Department Concept
A3 Thinking
History of Report Writing
Common Report-Writing Problems
The Four Phases of Hoshin Planning
Hoshin Generation
Hoshin Deployment
Output of Hoshin Deployment
Hoshin Implementation
Hoshin Evaluation
Book of Knowledge
Summary
Endnotes
Study Questions
9 The Culture of Lean Production
What Is Lean Culture?
PDCA
Grasping the Situation (GTS)
Plan
Do
Check
Act
Reflection—Breakfast of Champions
Warm Heart Principle
Standardization
Standards and Abnormality Control
Visual Management
Management as Theater
Teamwork
Paradox
Intensity
Lean Production as a Path
How Does Lean Culture Feel?
Summary
Final Comments
Endnotes
Study Questions
Glossary
Bibliography
Index