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ClydeBank Media LLC - Benjamin Sweeney

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76 pages

English

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Lean, Simplified
**An Extensive Introduction to the Lean Business Model, Applicable to All Industries and All Experience Levels**
Now released in a second edition to reflect the newest innovations and learning within the Lean system!
You’ve heard the terms, you’ve heard about the results; now harness the method that has been creating unmatched levels of efficiency and success throughout the modern business sphere.
Yesterday, it was enough to have heard about Lean. Today, everyone from the very front line all the way up to the boardroom must be on the absolute cutting edge of business improvement.
To start the learning process and to enhance your understanding of the efficiency model that is taking the global market by storm, look no further than the Lean QuickStart Guide. Other guides are packed with jargon and take an oblique look at Lean—break out ahead of the pack with this easy-to-understand reference guide for all levels of experience.
Lean QuickStart Guide is for beginners and experts alike. This no-nonsense guide hits the ground running and presents the critical concepts of the Lean model in plain English with instructional visual aids to cement a rapid learning process.
Learning for academic purposes? We have you covered, too. We take an academic approach to the Lean Business Model as well as looking at real-world practical application in the business environment.
Concepts are Broken Down into Bite-Sized Chunks with Extensive Charts, Graphs, and Illustrations to Assist in the Learning Process.

Informations

Publié par	ClydeBank Media LLC
Date de parution	27 février 2017
Nombre de lectures	0
EAN13	9781945051166
Langue	English
Poids de l'ouvrage	2 Mo

Informations légales : prix de location à la page 0,0017€. Cette information est donnée uniquement à titre indicatif conformément à la législation en vigueur.

Extrait

LEAN

The Simplified Beginner’s Guide to Lean
Second Edition
Benjamin Sweeney
in partnership with

Contents

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INTRODUCTION
| 1 | SIX COMPONENTS OF LEAN PHILOSOPHY
1. Elimination of Waste
2. A Broad View
3. Simplicity
4. Continuous Improvement
5. Visibility
6. Flexibility
| 2 | Lean production
The Pull Production System
Value Stream Mapping
Kanban
Takt Time
Just-in-Time
Small Lot Production
Single Minute Exchange of Die
Total Quality Management
The High Cost of Poor Quality
Facility Layout & Uniform
Production Leveling
Other Tools : Six Sigma
Other Tools : Lean Six Sigma
| 3 | THE LEAN TOOLKIT
Ishikawa Diagrams (Fishbone Diagrams)
Tools Outside of Manufacturing : Fishbone Diagrams
Spaghetti Plot
Poka-Yoke
The Decision to Outsource
The Theory of Constraints
| 4 | Implementation Considerations
Respect For People
The 5S Method
The Path to Implementation
Implementation Concerns
CONCLUSION
Appendix
GLOSSARY
ANSWERS
REFERENCES
ABOUT CLYDEBANK

Terms displayed in bold italic can be found defined in the glossary
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Introduction

The Lean model for production and manufacturing is a collection of business practices, strategies, and methods that focus on waste elimination and continuous improvement within an organization. Often referred to simply as “Lean,” this business model has applications in every industry, not just the world of manufacturing. All businesses, and many organizations outside the business world, can benefit from Lean’s rigorous and vigilant approach to waste reduction and efficiency.
Lean is a management philosophy with a holistic approach that was interpreted from the Toyota Production System , an operations and corporate culture system developed by the popular and highly successful automobile manufacturer, Toyota. At the center of the Lean business concept is the effort to eliminate three types of manufacturing variation and waste: muda, mura, and muri.
Muda represents waste in its most physical form, and it directly translates from Japanese as “futility” or “uselessness.” The objective with waste reduction and elimination is to clearly separate the value-added activities from the activities that are identified as wasteful or non-value-added . Muda is the easiest form of waste to understand. It is what many organizations would traditionally classify as waste: defective production, time spent performing non-value-added activities, unnecessary inventory, etc. These specific forms of waste, as well as several other sources of muda, are identified and outlined in detail in the next section.
Mura is waste in the sense of unevenness. Distinct from muda and muri, mura is less easily quantified, though no less impactful on operations. Unevenness in workflow can result in unnecessary downtimes or periods of unnecessary stress on equipment, systems, and workforce. From a management stance, unevenness creates another element that all business practitioners seek to eliminate: uncertainty. Irregular intervals are difficult to predict, and therefore, forecasting becomes difficult. A high degree of uncertainty can greatly reduce the responsiveness of an organization’s supply chain. Mindfulness of mura is essential when determining facility layout or assembly protocol as well as understanding and improving the long-term forecasting abilities and short-term processes for an organization and the ability to respond to fluctuating demand.
Muri is a failure to understand capabilities or to succumb to the effects of overburden. This is a tangible concept when applied to facility layout and assembly and manufacturing processes; too much of a workload on a system can cause failure or increase rates of defective production. Overburden in conjunction with unevenness can also create expensive bottlenecking within an organization. Wear and tear on machines or repetitive strain injuries among the workforce can be reduced or alleviated through ensuring that only value-added activities are being performed, as well as through reduction of waste in other areas.

In conjunction with the overriding value of waste reduction through identification and elimination of muda, mura, and muri lies the philosophy of kaizen, or the creation of a culture of continuous improvement. The concept of kaizen is as powerful as it is versatile and, in practice, can be implemented in a multitude of ways that span diverse industries. Kaizen is a mindset as much as a business asset, and represents organizational culture more than a set of manufacturing tools. Permeating all levels of the organization, kaizen not only lays the groundwork for the implementation of Lean, but also guides decision-making, innovation, and improvement at both the micro and macro levels. The concept of kaizen is so powerful that even personal trainers and life coaches use similar approaches with the individual lives of clients seeking to better themselves.
Many aspects of the Lean production system build on this common thread of kaizen and rigorous, continuous improvement. As we explore the world of Lean production, the concept of kaizen, if not implicitly stated, will be evident in best practices and prescribed methods.
Though its origins lie squarely in the manufacturing sector, the less tangible aspects of Lean mean that it can be tailored to fit nearly any organization from the service sector, like healthcare firms, insurance agencies, government agencies, and beyond. Since Lean is a blend of keen, structured business improvement insights and efficient, impactful manufacturing tools, organizations in other industrial sectors can stretch the Lean model to fit their operations. In addition to the data-driven and day-to-day productivity tools that are all part of the Lean toolkit, the real power of Lean lies in the creation of a vigilant mindset among the entire workforce, from workers on the assembly line all the way up to the CEO’s office, that the elimination of waste, the need for continuous improvement, and the idea that anyone can effect positive change within the organization are essential for a firm’s success and longevity.
What follows is a primer on the concepts and ideas that drive the Lean business model and the key components of the winning mindset that keeps contemporary companies on the map.

| 1 | Six Components of Lean Philosophy

In This Chapter The six components of Lean philosophy are explored in detail The D.O.W.N.T.I.M.E. sources of waste are illustrated The PDCA method and A3 problem solving approach are explored
While the concepts of waste reduction and continuous improvement exist in all aspects of Lean, there are also six primary qualities that organizations should embody to maintain a competitive, responsive, and flexible position within the marketplace. In many cases, management gurus praise to no end the mindfulness of these qualities as keys to a successful business in today’s marketplace regardless of their implementation of Lean. Prior to the “leap to Lean,” companies should already have a focus on these characteristics in one form or another to establish a solid foundation on which to build the Lean culture. Before the foundational pillars of Lean are addressed, let’s look at some basic definitions to better understand the relationship between Lean and value.
At its core, the Lean manufacturing system strives to differentiate between value-added and non-value-added activities. All manufacturing activities incur cost; value-added activities incur cost that can be passed on to the customer. These activities are necessary to produce goods to the customer’s specifications, though only these activities will generate results that the customer will pay for.
Any other activities are considered non-value-added, and are classified as waste. Waste events are activities that incur cost, but that do not generate more value, utility, or satisfaction for the customer. A well-known culprit of waste (by any definition) is defective production. When a part is generated with a defect, the customer will not pay for that unit. The manufacturer can’t insist that the customer pay just because the manufacturer incurred cost in generating the part; there is no value, and the part must be considered a loss.
A less obvious source of waste is carried inventory . There is no value provided to a customer merely because a warehouse has kept units on the shelves for months. Most manufactured goods are the same after a week as after a year, but a year’s worth of inventory costs can’t simply be added on to each unit that doesn’t sell.
Once the differentiation of what constitutes value-added activity and what constitutes waste (non-value-added) is complete, the process of reducing waste can really begin. Visibility leads to action, and sources of waste that are invisible or undetectable will go without remedy indefinitely. A common theme among Lean tools is that their ultimate goal is the detection and exposure of waste. If kaizen is the engine that drives Lean organizations to new heights of efficiency and productivity, then waste reduction is its fuel.
1. Elimination of Waste
As we have discussed, the elimination of waste is a concept central to