Description
Taylor & Francis The Lean Management Systems Handbook 2014 Edition by Rich Charron, H. James Harrington, Frank Voehl, Hal Wiggin
Performance management, the primary focus of a Lean organization, occurs through continuous improvement programs that focus on education, belief systems development, and effective change management. Presenting a first-of-its-kind approach, The Lean Management Systems Handbook details the critical components required for sustainable Lean management.Positioning Lean as a management operational philosophy far beyond the traditional set of improvement tools, the book explains how managers at all levels of the organization can integrate Lean into their daily management activities. It defines the Lean philosophy as well as the beliefs and behaviors required to develop a thriving Lean company culture.The book captures the essence of Lean learning and Lean doing and illustrates practical applications of Lean management. It begins by covering the basics that encompass Lean management and leadership in two critical areas: maintenance/control and improvement.After reading this book, you will better understand how to see waste, measure waste, eliminate waste, and develop an active change improvement workplace. You will also gain the practical understanding required to determine which Lean tool is best suited to your particular need for supporting an organization-wide management system.Expounding on essential Lean concepts, this is an ideal guide to help new managers and leaders make the transition from theory to successful application in the field. Complete with brief summaries and examples of the most important tools in Lean management systems development in each chapter, the book provides a reliable roadmap for deploying a Lean management system across your organization, and subsequently across your entire value stream. Table of contents :- Introduction to Lean Management In a Nutshell Overview Dawn of Lean Manufacturing Porsche and the Lean Transformation Performance Management Raw Material, Work-in-Process, and Finished Goods Flow Operator Flow in Relation to Machines Information Flow Engineering Flow Asset Management Resource ManagementCellular Manufacturing Risk Management Lean Management System Deployment Model Lean Performance Management Lean Workers Cross-Training Change Management for Senior Management Teams In-House Lean Deployment Projects Toyota Lean Management System Explained Lean Management and Green Revolution Summary ReferencesHistory Of Lean In a Nutshell OverviewLean Techniques Venetian Arsenal (1104-1800) Eli Whitney (1792-1805)Eli Terry (1772-1852) Frederick W. Taylor (1856-1915) Frank Gilbreth (1895-1924) National Cash Register Company (1896) Henry Ford Sr. (1863-1947) Charles Bedaux (1887-1944) Walter L. Shewhart (1891-1967) Harold F. Dodge (1893-1976) and Henry Romig (1893-1972) Henry Ford II (1917-1987) Kaoru Ishikawa (1915-1989) Armand V. Feigenbaum (1922-Present) Taiichi Ohno (1912-1990) Shigeo Shingo (1909-1990) Phil Crosby (1926-2001) Process Benchmarking (1947-Present) Joe Juran (1904-2008) Yoji Akao (1928-Present) Ibm's 1980S Approach to Quality Improvement W. Edwards Deming (1900-1993) Total Quality Management (1984) Eliyahu Moshe Goldratt (1948-2011) Fast Action Solution Technique (1980) Malcolm Baldrige National Quality Award (1987) Bill Smith (1929-1993) Lean Manufacturing (1988) Michael L. George (2002) Jeffrey K. Liker (2012) Lean Management Systems (2014) Summary House of Lean (Foundations of a Lean Management System) In a Nutshell Introduction House of Lean Management Transition to the House of Lean Management Lean Activity ModelA Framework for Lean Management Implementation Inclusion of Lean Management System Indicators and Metrics Conditions of a Lean Learning Enterprise Lean Socio-Technical System Lean Educational System Lean Change ManagementFour Pillars of the Lean Management Model Summary of the House of Lean Management Five Foundation Stones of the Lean Management System Foundation Stone I: Process Management Excellence Two Approaches to Process Management Foundation Stone II: Project Management Excellence Foundation Stone III: Change Management Excellence Foundation Stone IV: Knowledge Management Excellence What is Knowledge? Foundation Stone V: Resource Management Excellence Documents Needed for the Lean ManagementSystem Strategic Vision Strategic Vision Sponsor's Role Summary Useful References and Associated Readings Lean Management SystemsIn a Nutshell Overview Toyota Challenge Views on Toyota's Management Lean Management System Education Application CommunicationDefining Your Lean Management System Lean Management System Scorecard Learning Management Model (Senge) Strategy Management Model (Jackson) Nine Keys to Lean Management System Control Points How to Score About the Score Operations Management Model (Shingo) Shingo Model Versus Common Practices Summary ReferenceLean Socio-Technical System: on Developing a Lean Culture In a Nutshell OverviewLean Culture Defined Psychological Human Needs Employee Behavior Drivers Measures Drive BehaviorBeliefs Drive Behavior Motivation Defined Motivation as the Driving Force Fear Drives Behavior Hierarchy of Needs Theory X and Theory Y Management Philosophies Key Social System Implementaion Challenges Summary Lean Educational System In a Nutshell OverviewLean is for Everyone Purpose of a Lean Educational System Lean Education System Starts with Management Lean Education StrategyAbout Learning Management SystemsLean Management Education Description Lean Educational System: Lean Learning Cycle (TM) Lean Learning Activities Lean University Employee Road Maps and Cross Training Education Deployment (Hoshin Kanri) Lean Educational System Definition Knowledge Application (Kaizen) Kaizen and You Kaizen and Teams Kaizen and Process Troubleshooting Knowledge Sharing Grading Outcomes Key Education System Implementation Challenges Time and Resource Commitment Discarding Old Beliefs Transitioning to a Learning Organization Summary Waste Identification In a Nutshell OverviewWhat is Variation? How Do we Chart Variation? Why is Understanding and Controlling Variation So Important? What is Waste? Defining the Value-Added Work Components How Does Waste Creep Into a Process? Power of Observation Seeing with New Eyes Waste 1: Overproduction What Causes Overproduction? How to Identify Overproduction Waste 2: Excess Inventories What Causes Excess Inventory? How to Identify Excess Inventory Waste 3: Defects What Causes Defects? How to Identify Defects Waste 4: Extra Processing What Causes Processing Waste? How to Identify Processing Waste Waste 5: Waiting What Causes Waiting Waste? How to Identify Waiting Waste Waste 6: Motion What Causes Motion Waste? How to Identify Motion Waste Waste 7: TransportationWhat Causes Transportation Waste? How to Identify Transportation Waste Waste 8: Underutilized Employees What Causes Underutilized Employees Waste? How to Identify Underutilized Employees Waste Waste 9: Behavior How to Identify Behavior Waste Summary References Waste Quantification: Learning to Measure In a Nutshell OverviewBackground Measurement Systems Theory Lean Performance Measurement From Lean Production to the Lean Enterprise Assessing Your Current Measurement System Technical Attributes of Lean Measures Technical Attributes of Good Measures Lean Production Measurement Process Evaluating Your Lean Measures Technical CharacteristicsPolicy Deployment Model Ensuring Success of the Model in a Lean Environment Technical Aspects of Lean Measures Behavioral Attributes Associated with Lean Measures Cultural Attributes Associated with Lean Measures Performance Measurement and Lean Production Processes Measurement Visibility Measurement Relationships Single Source of Measurement Information Measurement Systems Practice Why Measure Types of Measures Measures and the Supplier-Customer Relationship Lean Measures Versus Non-Lean Measures How Lean is Your Current Measurement SystemCritical Components of the Lean Measurement SystemSelecting New Lean Measures Measuring Performance Over Time Summary Lean Concepts, Tools, and Methods OverviewTraditional Organization Operational Philosophy Lean Operational Philosophy Lean Management Concepts Waste Value-Added Activities No-Value-Added Activities Business-Value-Added Activities Waste Identification Waste Elimination Value StreamValue Stream Management Continuous FlowPull Systems Point of Use Storage Quality at the Source Just-in-Time Kaizen5M's: Materials, Machines, Manpower, Methods, And Measurements Key Process Input Variables Key Process Output Variables Lean Tools 5S Workplace Organization and Standardization Just the Facts 5S Means Action Common Omissions when Implementing 5S Overall Equipment Effectiveness Just the Facts How to Use OEE Applying OEE in Nonmanufacturing Environments Mistake Proofing Just the Facts How to Use Mistake Proofing Cellular Manufacturing Just the Facts How to Create Manufacturing Cells Kanban Just the Facts How to Use Kanban Value Stream Mapping Just the Facts Managing With Maps Visual Controls Just the Facts How to Use Visual Controls The Power of Lean Concepts and Lean Tools Composite U-Cell Case Study Lean Six Sigma Concepts and Tools Used Summary References Three Faces of Change: Kaizen, Kaikaku, and Kakushin In a Nutshell Introduction Resistance to Change Fear of the Unknown Measurement Systems Beliefs Overcoming Resistance to Change Leaving Old Beliefs Behind Considering New Possibilities Emergence of Lean Six Sigma Three Faces of Change Kaizen: Continuous Improvement Kaizen and you Method Kaizen for Process Troubleshooting Step 1: Go to Gemba Step 2: Conduct Gembutsu Step 3: Take Temporary Countermeasures on the Spot Step 4: Find Root Causes Step 5: Standardize to Prevent Recurrence Kaizen Teams Possible Target Areas for Kaizen Teams Preparing for Kaizen Team Member's Roles in Kaizen Overcoming Obstacles During Kaizen Kaikaku: Transformation of Mind How do We Recognize Kaikaku (Transformation of Mind)? Kaikaku in Cell Design Kaikaku in Facility Layouts Kakushin (Innovation) The 20-20 Innovation Process Summary ReferencesLean Thinking 101 In a Nutshell OverviewOrigins of Lean Thinking Dell Lean Thinking Journey Ebay Way to Lean Thinking Microsoft Weighs in Basic Values and Principles of Lean Thinking Dreaming About Perfection Apple and Perfection Basic Principles of Lean Add Nothing But Value (Eliminate Waste) Center on the People Who Add Value Flow Value from Demand (Delay Commitment) Optimize Across Organizations References Integrating Lean Management with DMAIC/DMADV In a Nutshell OverviewGoals of Lean Management Goals of DMAIC/DMADV Lean Management Systems DMAIC Process Clarified... Recap of How DMAIC Works Dmadv Process Clarified for LMS Overview of How Dmadv Works in LMS Comparing DMAIC and DMADV-LMS* Integrating Lean with DMAIC/DMADV Lean DMADV-LMS Framework Need for Tollgate Road Maps DMADV-LMS Tollgate Road Map Root Cause Analysis and Lean Management Groups of Lean Management System-Related Root Cause Analysis Tools Summary ReferenceIntegrating Lean and Theory of Constraints In a Nutshell OverviewDefinition of Constraint Comparing Lean and Theory of Constraints Achieving Lean Effectiveness with Theory of Constraints Tips for Lean-Theory of Constraints Projects Theory of Constraints Critical Chain Project Management and Little's Law Integrating Lean and Six Sigma Under Theory of Constraints ExampleSummary Lean Management System: Organizational Master Plan In a Nutshell OverviewPhase I: Evaluate the Lean Management System Methodology Activity 1: Starting the Interest in Lean Management Systems Activity 2: Search for Knowledge on Lean Management Systems Activity 3: Conducting the Lean Management System Assessment Activity 4: Analyze Application of Lean Management System (Conceptual Evaluation) Activity 5: Prepare Management Report (Deploying A Lean Management System) Activity 6: Present Findings to Top ManagementPhase II: Define Opportunities within the Organization Activity 1: Define the Key Controllable Factors and Develop an As/Is Statement for Each Activity 2: Conduct a Study to Define and Quantify the OpportunitiesActivity 3: Compare to Present-Approved-Improvement Plan Projects to Be Sure There Is No Overlap Activity 4: Present the Results to Top Management Activity 5: Assign a Project Manager and Project Team Activity 6: Approve Phase III Budget Phase III: Develop the Implementation PlanActivity 1: Develop Vision Statements for Each of The KCFS Activity 2: Define Desired Behaviors Activity 3: Prepare Individual Improvement Plans Activity 4: Combine the Individual Improvement Plans Activity 5: Prepare a Cost-Benefit Analysis (ROI) Activity 6: Develop a Set of Performance Goals Activity 7: Prepare the Lean Management System's Project Plan Activity 8: Present the Lean Management System's Project Plan to Management Activity 9: Include the Lean Management System's Project Plan Into the Strategic Improvement Plan and the Organization's Annual Operating Plan Phase IV: Implement the Lean Management System Plan Activity 1: Assign Implementation Teams Activity 2: Define What will Be Done with Surplus People Activity 3: Assign a Project Manager to All Stand-Alone Projects Starting in the Next 6 Months Activity 4: Measure and/or Define the As/Is Status Activity 5: Form and Train the Implementation Project Teams and the Subproject Team Members Activity 6: Conduct an Organizational Change Management Assessment And Develop Appropriate Mitigation Plans Activity 7: Train the People Who are Impacted By the ChangeActivity 8: Implement the Change Activity 9: Conduct Phase IV Tollgate Phase V: Measure the Results Activity 1: Define What Measurement Should be Affected by Each of the Lean Management SystemProjects Activity 2: Define What, Where, and How Improvement will be Measured Activity 3: Define How Changes in Behavioral Patterns will be Observed Activity 4: Develop and Implement the Reporting SystemActivity 5: Train the Related Personnel in How to Collect Data Activity 6: Collect and Analyze the Data Activity 7: Conduct the Phase V Tollgate Activity 8: Reward the Installation and Lean Management System Teams Based on Their Impact Phase VI: Continuous Improvement Activity 1: Sustaining The Gains Activity 2: Ongoing Improvement Summary ReferenceThe Need for Facilitation In a Nutshell OverviewWhat is Facilitation?Some Basic Definitions When Facilitation is Appropriate Overview of Competencies and Characteristics Where Do You Stand as a Facilitator? What Specifically Comprises The Process of Facilitation? Communications IcebreakersHumor Encouragement and Praise Listening Questioning Checking Giving Feedback Nonverbal Communication Speaking Writing Group Dynamics and Development Simplify the Complex Plan for, Structure, and Control Meetings and Lean Events Provide a Safe Learning and Working Environment Help People See and Understand Help People Gather and Analyze Information to Drive Operational Improvements Only Collect the Right Important Data Be Concerned About Reliability and Validity Get Help Help People Make Decisions Collaboration and Consensus Force Field Analysis as a Powerful Tool Multivoting as a Simple Technique for Helping A Team Reduce a Large Number of Ideas Eliminating Non-Value-Added Activities Focus on Process Achieving Pull and Flow Striving for Zero Defects Summary Facilitating Lean Management Systems (Developing A Lean Culture and Change Management Environment) In a Nutshell Lean Culture Development David Mann's Lean Culture Change Management Managing Transitions ModelProcess of Transitions Helping Others to Change Managing Complex Change Facilitating Lean Management The Facilitators Guide to Lean Management Organizational Levels and AlignmentThe Organization as a System The Processing System Hierarchy ModelThe Organization as Systems Thinking Catchball Approach, Deployment, Learning, and Integration Dmaic Roadmap Leader Standard Work Daily Accountability Process Visual Controls Some Tools to Facilitate Lean Management System Annual Improvement Projects Use of Project Charters Project Selection Matrix Template Quality In Daily Work Accountability Summary Epilogue: The Shadow of the Leader in A Systems Thinking Environment Appendix Indexshow more