CRC Press Taylor & Francis Group Boca Raton London New York CRC Press is an imprint of the Taylor & Francis Group, an informa business A PRODUCTIVITY PRESS BOOK
Contents Preface About The Author
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1 Introduction Who Should Use This Book How to Use This Book Brief History of Lean Manufacturing The Philosophy of Lean Manufacturing and Business Systems Why Do We Need Lean Manufacturing and Business Systems?
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2 Fundamentals of Lean Production and Business Systems Nine Critical Wastes in Business Concerning Elimination of Waste Fundamentals of Lean Manufacturing The Five Whys Critical Importance of Management Commitment Establish Your Lean Team and Lean Leader The Lean Coach Lean Coach and Consultants Lean Team Lean Production and Your Employees Some Will Leave Us (Making the Really Tough Decision, Removing Human Roadblocks) Lean Systems versus Six Sigma
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3 Tools for Continuous Improvement Step 1: Hands-On Example: Order out of Chaos: Housekeeping: 5S
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vi • Contents 4 Beginning Your Journey Waste Walk Plant Manager: Waiting (Idle Time) Materials Manager: Excess Inventory Finished Goods: Overproduction Production Manager: Overproduction Quality Manager: Defects Purchasing Manager: Environmental Planning Manager: Transportation Manufacturing Engineering Manager: Excessive Motion Lean Leader: Overprocessing Current Lean Status
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5 Value Stream Maps: The Amazing Tool (Critical to Your Success) What a Value Stream Map Is and Why You Need It Why a Value Stream Map Is Critical to Your Success How to Create a Value Stream Map Current State Map Creating the Map Gather Your Data How to Read a Value Stream Map Future State Map Creating the Future State Map Next, Compare the Current State Map to the Future State Map
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6 Identify Your Projects Continuous Improvement Projects Identifying Your Projects from Your^Maps Which Project to Do First? Machine Tools and Takt Time Smoothing the Flow of Production Balancing Product Mix in the Work Cell Implementation Audits Who Should be Audited? Stabilizing Your Processes
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7 Your First Kaizen Project Team What Is a Kaizen Event (Continuous Improvement Event)? Team Makeup
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Kaizen Event Process SMART Goals Plan-Do-Check-Act Using Plan-Do-Check-Act and A3 Kaizen Toolbox 8 Continuous Flow Introduction Step 1: Determine Family Mix Step 2: Build First Production Cell Step 3: Create Goals and Results Chart Stabilizing Your Process Standing in the Circle Standardized Work Using Standardized Work Reducing Variability Leaders' Standard Work versus Work Instructions Team Leader's Standard Work Manager's Standard Work Accountability Daily Production Meetings 9 Work Cell and Factory Layout Work Cell Layout Ergonomic Design Work Cell Material Handling Design
10 Creating Your Lean Road Map (Strategy Deployment) Introduction Strategic Lean Manufacturing Plan Visual Controls and Visual Management Visual Management Displays and Controls Andon Display
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Production Scheduling Introduction MRP and Lean Complement Each Other What Finished Goods Inventory Should You Stock? Types of Pull Systems Organizing and Controlling Finished Goods Warehouse
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12 How to Schedule the Production Line (Value Stream) Introduction Pacemaker Process Efficiency versus Changeover Supermarket (Warehouse) Location in the Factory Signaling Material Withdrawal from the Market Batch Production Signal Kanban Production Capacity versus Changeover Time Determining Production Lot Size Reorder Trigger Point Working without Work Orders Labor and Material Accuracy Work-Order Back-Flushing Cycle Count Inventory 13 Material Management Raw Material Inventory Management Loading the PFEP What Data to Input First Equations Used with the PFEP Planning Minimum Inventory Levels Value of Frequent Deliveries Quantity of Containers Required.. Material Reorder Points Updating and Editing the PFEP Creating the Raw Material Market Organizing the Warehouse Layout of the Supermarket Creating the Supermarket How Do I Expedite Parts? Timed Delivery Routes Basic Material Handling Information .: Creating Your Timed Delivery Routes Point-of-Use Rack Design Pull Signal for Material Coupled versus Decoupled Routes: What Is the Difference? Determining the Number of Pull Signals Kanban-in-the-Loop Sustaining the Material Handling System
Supplier Replenishment to Your Warehouse Getting Started Finished Goods Replacement Tying Finished Goods Warehouse to the Production Floor..: Packaging Schedule Board How to Use the Packaging Schedule Board Sequence of Operation
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Standardized Problem-Solving Method Problem Solving Recognize You Have a Problem Elevate to the Next Higher Level Evaluate the Severity of the Problem Control the Expansion of the Problem Containing the Problem Preventing a Recurrence Inspect Every Job Mistake-Proofing Where Do You Start Error-Proofing? General Inspection 100% Inspection Error-Proofing Devices Immediate Feedback Statistical Process Control and Mistake-Proofing
15 Working with Suppliers and Partners Introduction Looking for Suppliers Seven Characteristics of Supplier-Customer Partnering Outsourcing Products Group Suppliers by Capability
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16 Lean Accounting Show Me the Money Performance Goals Box Scores What You Get for Your Effort Profit and Loss (Income) Statements Cash-to-Cash Cycle Calculate Cash-to-Cash Cycle
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17 Achieving a Higher Level of Lean Culture Change: Learning to Stop and Fix the Problem Changing the Cultural Change Key Ingredients in Cultural Change Team Leader and Stopping the Production Line Creating a Culture That Will Stop and Fix Problems (Get Out of Fire Fighting) Using Metrics to Track Change To Change a Culture, Change a Behavior
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18 Final Thoughts What Have We Learned? Sustaining Lean Conversion The Human Factor Goals and Measurements Rewards Help ? Where Do You Find People with Lean Business Knowledge? Conclusion
