How to implement lean manufacturing /

Bibliographic Details
Main Author:	Wilson, Lonnie, 1947- (Author)
Corporate Author:	McGraw-Hill Companies
Format:	eBook
Language:	English
Published:	New York, N.Y. : McGraw-Hill Education LLC., c2015.
Edition:	2nd edition.
Subjects:	Production control. Lean manufacturing. Electronic books.
Online Access:	Connect to the full text of this electronic book

Table of Contents:

A. About the author
B. Preface
Why i am writing this book
There is lots to share?
It requires hard work and then some?
And thinking is also required?
Really, it's not that complicated, so let's get started
Huge gains can be made
New stuff in the second edition
They are taught to be better managers and leaders
Finally i hope to further enhance your understanding
C. Acknowledgments
1. 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
And to those in manufacturing who seek huge gains
Chapter summary
A. Part i: the lean killers and roll out errors
2. The "killers" to a lean transformation
Background to the lean killers
Chapter summary
3. How to design a lean transformation so failure is guaranteed
A way too typical scenario
And failure is right around the corner
Chapter summary
B. Part ii: the issue of culture and the five cultural change leading indicators
4. Cultures
The importance of culture
The toyota production system and its culture
The five cultural change leading indicators
Some cultural aspects of a lean implementation worthy of further thought
Chapter summary
5. Cultural change leading indicator no. 1, leadership
Leadership basic
Lean leadership
Creating a leadership footprint
The four "ah ha" experiences ? or ? if i am the key leader, how do i know if i am on the right track?
Chapter summary
6. Cultural 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
7. Cultural change leading indicator no. 3, problem solving
Talented problem solvers
What's the first problem-solving tool we should teach?
What are our problem-solving principles?
A word about hypothesis testing
Chapter summary
Appendix?problem solving and standardization: how are they similar?
8. Cultural change leading indicator no. 4, whole-facility engagement
What it looks like
The five elements of engagement
We are not yet done?recall it is "whole-facility" engagement
Chapter summary
9. Cultural change leading indicator numbers 5, a 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
A final word or two ?.
Chapter summary
C. Part iii: the solution??how to implement lean manufacturing
10. Lean manufacturing and the toyota production system
The popular definition of lean
What is lean?
What did ohno say about the toyota production system?
The tps and lean manufacturing defined
Who developed the tps?
The two pillars of the tps
The original western view of the japanese techniques
What is really different about the tps?
The behavioral definition
The business definition
Several revolutionary concepts in the tps
The tps is not a complete manufacturing system
A 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.
11. 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
12. Lean manufacturing simplified
The philosophy and objectives
The foundation of quality control?the foundational issues
Quantity control
Chapter summary
13. The 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
14. The 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?the takt calculation
Appendix b?the basic time study
Appendix c?the balancing study
Appendix d?the spaghetti diagram
Appendix e?value stream mapping
15. Sustaining the gains
Why is it so important?
How do we know there is a loss?
What is process gain?
Chapter summary
16. A lean transformation
You and your team must have the correct mental model of lean
The lean transformation ? at the corporate level
An overview on how to implement lean at a value stream
Chapter summary
Appendix a?the second commitment evaluation of management commitment
17. Planning and goals
The 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
18. Constraint management
Bottleneck theory
Chapter summary
19. Cellular manufacturing
Cellular manufacturing
The gamma line redesign to cellular manufacturing
Chapter summary
20. The 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
The cool story of spc: spc done right!
How did the alpha line management team handle the fundamentals of cultural change?
Chapter summary
21. The story of the bravo line: a tale of reduced lead times and lots of early gains
Background information
Implementing the prescription
The results
Chapter summary
22. Using the prescription?three case studies
Why these case studies?
Lean preparation done well: the story of larana manufacturing
The zeta cell: a great example of applying the four strategies to reduce waste and achieve huge early gains
The 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
23. The 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?
The real message
Chapter summary
24. House of lean, systemwide assessments and a cool experiment
A house of lean
Assessment tools
An experiment in variation, dependent events, and inventory
D. Glossary.